Abstracts: December 7th, 2000

Simpson P, Burnard HLeadership & Organization Development Journal, (UK), 2000 Vol 21 No 5

Start page: 235. No of pages: 8

Points to the need for leaders to act at times of organizational change without all the necessary information to make the decision. Considers how leaders should cope with this ‘not knowing’, suggesting that the leader’s role is one of managing the anxiety about the situation, reflecting and learning, and then leading the organization to a ‘place of knowing’. Investigates how leaders can manage this process of learning by discussing a case study of a senior manager in the UK Customs and Excise Department. Describes working with the manager to explore his role, using a systems approach which concentrates on the ‘boundaries’ of the role and how these can be changed. Outlines the changes introduced by the manager to the structure of his department. Underlines the importance of reflection and thoughtfulness in this process, emphasizing that a senior manager’s role is one of thinking and learning, and helping the team through a similar process. Concludes that this can only be achieved if the manager is clear about the purpose of the organization and his/her role within it.


Style: Case study, Theoretical with application in practice

ISSN: 0143-7739. Reference: 29AW717

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