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Strategic Leadership: Moving Beyond the Leader-follower Dyad
Osborn et al. (2002) argue that there is a need for ³DUDGLFDOFKDQJHLQSHUVSHFWLYH´EH\RQGthe traditional way of looking at leadership because ³«WKHcontext in which leaders operate is both radically different and diverse. The world of traditional bureaucracy exists but is only one of many FRQWH[WV´(p.798). The Western world has entered a post-capitalist society in which capitalists and proletarians are replaced by knowledge workers and service workers (Drucker, 1993). This change in contextual frame bears consequences for leadership theory and practice.
While many researchers claim that the ³old´ model of leadership was intended to address a very different set of circumstances and is therefore of questionable relevance to the contemporary work environment (Davenport, 2001), there is not yet a clear alternative. Organizational expert Brook Manville, and Princeton political science professor Josiah Ober suggest that the model for building future organizations may lie deep in the past. These authors argue in their book, The Company of Citizens (2003b), that Athenian democracy (around 500 BC) was an ingenious solution to organizing human capital through the practice of citizenship. This idea of collective responsibility is an interesting concept to explore in the present-day context, the argument being that leadership in contemporary organizations can be conceptualized and operationalized as a collective capacity, where individuals share leadership functions.
This dissertation takes up the challenge of formulating a leadership answer which fits the contemporary context, while building on past leadership knowledge and experience. First, this introductory chapter describes the context of the 21st century (section 1.2) and second, reviews the current research context (section 1.3). On that basis, the last section of this chapter (section 1.4) puts forward an alternative way to conceptualize leadership for the 21st century.
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