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Charles G. Sanders
The 21st century competitive global environment is dynamic, complex, and multi-cultural, and necessitates a more rapid response to changes to survive (Rost, 1991). The most effective approach for dealing with this is to involve employees in the various leadership processes for the organization (Pearce & Conger, 2003; Raelin, 2003). However, the leadership role described is not the common view of leadership based on authority. Rather, the required leadership is based on everyday influence processes by anyone in the organization derived from knowledge and the recognition for the need for a specific change. This paper shows how the perpetuated perspective of leadership as something reserved for persons of authority actually inhibits the very organization behaviors called for by the complex and dynamic situations in which they work
The 21st century competitive global environment is dynamic, complex, and multi-cultural, and necessitates a more rapid response to changes to survive (Rost, 1991). The most effective approach for dealing with this is to involve employees in the various leadership processes for the organization (Pearce & Conger, 2003; Raelin, 2003). However, the leadership role described is not the common view of leadership based on authority. Rather, the required leadership is based on everyday influence processes by anyone in the organization derived from knowledge and the recognition for the need for a specific change. This paper shows how the perpetuated perspective of leadership as something reserved for persons of authority actually inhibits the very organization behaviors called for by the complex and dynamic situations in which they work
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