MSLD 500 Module 3 - Organizational Leadership as a System

Organizational Leadership as a System

Organizational leadership can be seen in different ways depending on the perspective and approach of the leader, or of anyone interested on the subject. First it is important to understand the definition of organizational leadership, to than analyze the distinction between these perspectives.

     In accordance to TDK Technologies, organizational leadership is a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole, simultaneously. It also mentions that it is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization. Complementing this definition, MSG Experts say that organizational leadership deals with both human psychology as well as expert tactics. It emphasizes on developing leadership skills and abilities that are relevant across the organizations.

     There can be not just a distinction but often a contradiction between seeing organizational leadership as a simple body of information or as a system of thinking. Considering the definitions and descriptions mentioned previously, seeing the term simply as a body of information, it lacks on comprehension. There would be gaps with crucial questions as: what to do with this information? How to approach it? Who to direct to? For what? And so on.

      It is impossible to approach the term as just information given. Since it involves individuals, attitude, ethic, human psychology, tactics, all together, it is a must to involve thinking, or better than that, system of thinking. We can use a body of information associated to it, however not compare one definition with another.  Most of the organizations, especially in a time of constant changes witnessed nowadays, faces continual challenges which can turn to conflict and threats to any business. Thinking through the challenges as a whole, in a system perspective, it is crucial for organizational leaders and can define the future of their organization. Kaufman et al. (2003, p. 57) also highlights the importance of thinking and acting holistically for high payoff results. As leaders, we must to think through a system. The performance of a system depends on how the parts are connected and how they relate. (Kaufman et al., 2003, p. 61).

     Considering organizational leadership as a system of thinking does not change how I see and approach my course work, however it makes me keep focused on a holistic point of view through the discipline, facing leadership as complex system, where thinking critically plays an essential role through dynamic times.

“The greatest danger in times of turbulence is not the turbulence. It is to act with yesterday’s logic.” (Drucker, 1993).

    

Drucker P. (1993). Post-capitalist society. New York – NY: HarperBusiness.       

Kaufman R., Oakley-Browne H., Watkins R., Leigh. D. (2003). Strategic planning for success: Aligning people, performance and payoffs. San Francisco, CA: Jossey-Bass/ Pfeiffer.

MSG Management Study Guide. Organizational Leadership. Retrieved from https://managementstudyguide.com/organizational-leadership.htm#

TDK Technologies. Key Components of Organizational Leadership. Retrieved from https://www.tdktech.com/tech-talks/key-components-of-organizational-leadership