Presentation Title
Alone and Unafraid: Observations on Functional Leader Intervention in Decentralized Organizations
Degree Name
Master of Interdisciplinary Studies (MA)
Department
Interdisciplinary Arts and Sciences
Location
UW Y Center
Start Date
21-5-2015 5:30 PM
End Date
21-5-2015 5:35 PM
Abstract
Today’s organizations whether political, non-profit, or commercial have adjusted their way of thinking to fit the twenty first centuries atmosphere of instantaneous information and shifting market places. As such these organizations have had to adapt and think in this fluid space becoming more decentralized in their characteristics, entrusting crucial decisions to empowered leaders. However, when, where, and why do these leaders chose to act within their organizations? This has led me to ask the question under what circumstances, at what points, and at what times, in a decentralized organizations’ process can leaders most effectively assert their authority so as to increase goal and task success? Therefore, an exploratory observational study of a small start-up company functioning in a decentralized business model, was conducted in an attempt to garner insights to inform the question and aid in building follow on hypothesis. The participants were a high functioning team of twelve individuals: One manger, two section leaders and nine team members. The lead manager was shadowed by the researcher and observations were made on coaching and leadership interventions. These interventions were observed, categorized, and noted where the leader interface happened, the reasoning behind the intervention, what form it took, and whether the intervention was perceived as a good or a bad intervention. The study encountered some difficulty, how not to intrude into the relatively “private” realm of the business’s management meetings, while simultaneously serving a broader “public” agenda. To combat this, a method of remote viewing through a wireless camera to reduce social reactivity was utilized. As such I propose to give a brief discussion on the reasoning and nature of the leadership interventions observed. This will provide some context and rational for the assertion of leader authority and expertise through coaching interventions.
Alone and Unafraid: Observations on Functional Leader Intervention in Decentralized Organizations
UW Y Center
Today’s organizations whether political, non-profit, or commercial have adjusted their way of thinking to fit the twenty first centuries atmosphere of instantaneous information and shifting market places. As such these organizations have had to adapt and think in this fluid space becoming more decentralized in their characteristics, entrusting crucial decisions to empowered leaders. However, when, where, and why do these leaders chose to act within their organizations? This has led me to ask the question under what circumstances, at what points, and at what times, in a decentralized organizations’ process can leaders most effectively assert their authority so as to increase goal and task success? Therefore, an exploratory observational study of a small start-up company functioning in a decentralized business model, was conducted in an attempt to garner insights to inform the question and aid in building follow on hypothesis. The participants were a high functioning team of twelve individuals: One manger, two section leaders and nine team members. The lead manager was shadowed by the researcher and observations were made on coaching and leadership interventions. These interventions were observed, categorized, and noted where the leader interface happened, the reasoning behind the intervention, what form it took, and whether the intervention was perceived as a good or a bad intervention. The study encountered some difficulty, how not to intrude into the relatively “private” realm of the business’s management meetings, while simultaneously serving a broader “public” agenda. To combat this, a method of remote viewing through a wireless camera to reduce social reactivity was utilized. As such I propose to give a brief discussion on the reasoning and nature of the leadership interventions observed. This will provide some context and rational for the assertion of leader authority and expertise through coaching interventions.