Leadership as a Design Problem
Abstract
Two assumptions common in leadership research are questioned. The first is that leadership always matters; the second that a leader's style should be the critical variable in leadership research. It is suggested that these assumptions should be central questions, the answers to which involve environmental and organizational variables. The potential is asking different questions is illustrated by examples of environmental and structural factors which influence leadership. Because these factors are in part determined by organizational design issues, leadership can be viewed as a design problem. Consideration also is given to how leaders might reduce the demands for personal leadership of subordinates by restructuring their work groups. Structural interventions in task, reward, feedback, and power distributions can serve as substitute for leadership, and leaders can be viewed as designers. The paper concludes that leadership is not the sterile conceptual area that some authors have suggested. Going beyond leader-subordinate frameworks, considering both macro and micro approaches, and asking different questions are promising ways to tackle the elusive leadership concept.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 01, 1977
- Accession Number
- ADA049321
Entities
People
- Morgan W. Mccall Jr.