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Bridging the Leadership Gap
In a Longwoods essay co-authored with Hugh MacLeod, School of Leadership Prof. Marilyn Taylor explores how integrative leadership can bring social coherence and adaptive capacity to health care organizations.
Here is an excerpt:
“A distinguishing feature of the integrative leader’s orientation is to exercise of influence rather than coercive authority in relation to rules. A key capability of integrative leaders is the capacity to inspire member participation, creativity, and innovation through meaningful engagement toward an inspiring organizational purpose. Innovative and adaptive organizational cultures cannot be ‘coerced into place’, an approach that generally produces cultures of fear. They require participation and commitment.
The 20th century bureaucratic leader would ask, how, if you do not closely design and monitor people’s jobs, do you get coordinated and capable performance. The integrative leader would say, by creating compelling shared vision and agreement about values that will characterize their work together. The discussion is not only the ‘what’ and the ‘how’ of the organization but also the ‘why’—making very explicit why everyone’s work matters. In this sense, non-coercive integration or alignment of individual purposes and values with the mission of the organization. In health care, the mission is obviously compelling. However, it is critical that each employee sees the meaning and value of their work through where it fits into the ‘big picture’ and as understood by others.”
Read the entire article.