Peter Senge

While many executives acknowledge the need for leaders at every level of the organization, they rarely manage the enterprise as if those leaders existed. They fall into a trap that has become embedded in our language; they confuse rank with leadership. The belief that the leaders are only those with executive titles and corner offices serves to reinforce the lack of initiative, enterprise, and entrepreneurship that these same executives rightly say is stifling their organization.

Truly innovative, adaptive companies recognize that a healthy leadership ecology requires three kinds of leaders: local line leaders (branch managers, project team leaders, sales managers, and other credible front-line performers); internal networkers (front-line workers, in-house consultants, trainers, or professional staff who spread ideas throughout the organization); and executive leaders. All three have an essential role to play. Without the initiative of local line leaders, no change effort will get very far. Without internal networkers, innovative practices rarely spread. Without executive leadership, the overall corporate climate will continually thwart basic innovation.

Like this content? Why not share it?