Political

1
Political Directive Leadership

• Lecture 1 2 Notes

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Fundamental Assumptions

• People act out of self-interest and personal
  pursuit of power, wealth, and influence
• Careerism-focused on their own needs
• Scarcity of resources-zero sum game
• Intensifying competition outside and complexity
  inside companies call for increased
  specialization
• Organizational units are embedded with Localitis

3
Political LeadershipCentral tenets

• Move forward in small incremental steps
• Orchestrate change from behind the scenes
• Selective use of shared information

4
Setting and Communicating Goals

• Keep your goals flexible, sometimes vague
• Broad goals minimizes the likelihood that
  opposition will mobilize
• Involve as many as possible to maximize
  creativity and innovation
• Communicate the strategy over time

5
Formal Systems and Structures

• Value loyalty in key positions
• Staffs can be a powerful resource to review and
  evaluate results for contamination
• Tilt towards greater dependency on staff
  assessment

6
Resolving Conflicts

• Dont signal your position pre-maturely
• Negotiate compromises that are most likely to
  reduce and defuse opposition to objectives
• Save face for those that might lose in the
  situation, if necessary
• Since compromise is likely, answer the question
  what am I willing to give up?

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Directive LeadershipFundamental Assumptions

• People are also motivated by a drive to realize
  their potential
• They want to take responsibility for their
  decision and enjoy the satisfaction of success
• Believe people are willing to meld self-interest
  with corporate interest
• Organizations need strong pushes toward coherence
  and goals
• Coherence and substance are more important than
  style

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Setting and Communicating Goals

• Leaders strive to embrace a clear vision
• Encourage open debate grounded in facts
• Prone to act and set the agenda
• Strive for internal cooperation
• Embrace consistency of purpose and action

9
Formal Systems and Structures

• Systems and structures are not ends in and of
  themselves
• Rather should be adapted to meet the needs of the
  business
• Design and redesign systems and structures
  consistent with means and ends

10
Resolving Conflicts

• Demand open and frank exchanges
• Some disagreements reflect fundamental
  differences in knowledge, assumptions, and view
  of risks
• Information is a powerful tool to build a
  commitment for shared purpose, goals, and actions
• Once the issues have been aired and the strategy
  is set, everyone pulls together

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Political vs. Directive

• P-Bias toward being led by bottom-up influence
  over DM
• P-More willingness to rely on corporate staff
• D-Bias toward top-down influence over DM
  distinguishes strategic from tactical
• D-Fully engaged at all necessary levels