Organization Leader

An Organization Leader is a team leader who performs organizational leadership tasks (such as creating incentives, processes, systems, and roles ...) to operate efficiently and achieve its strategic goals.

Context:
- They can (often) navigate complex organizational dynamics, managing conflicts, and balancing competing priorities to maintain a productive environment.
- They can (often) be responsible for setting long-term goals and aligning resources to achieve them while managing both internal and external stakeholders.
- They can (typically) use Leadership Styles, such as Transformational Leadership or Autocratic Leadership, to influence their team and organization.
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- They can range from being a New Organizational Leader to being a Standing Organizational Leader.
- They can influence the Organizational Culture by establishing norms, values, and behaviors that shape the working environment.
- They can be held accountable for an organization’s overall performance, including financial, operational, and employee well-being outcomes.
- They can be coached by an Organizational Leader Coach to improve their leadership and management capabilities.
- They can lead Organizational Changes.
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Example(s):
- National Leaders, such as: Mahatma Gandhi, leader of India’s independence movement.
- Business Leaders, such as: Jack Welch, Jeff Besos.
- Political Leaders, such as: Angela Merkel, and Mustafa Kemal Atatürk.
- Military Leaders, such as: Alexander the Great, and Genghis Khan.
- Religious Leaders, such as: Jesus Christ, and Mohammad.
- …
Counter-Example(s):
- a Community Leader.
See: Leadership Style, Leadership, Social Influence, Peer Support, Executive.

References

(Willink, 2020) ⇒ Jocko Willink. (2020). “Leadership Strategy and Tactics: Field Manual.” ISBN:1250183863
- QUOTE: ... Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative. ...

(Giberson et al., 2005) ⇒ Tomas R. Giberson, Christian J. Resick, and Marcus W. Dickson. (2005). “Embedding Leader Characteristics: An Examination of Homogeneity of Personality and Values in Organizations.” Journal of Applied Psychology 90, no. 5
- ABSTRACT: The authors (a) investigated trait homogeneity in organizations by examining within organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. B. Smith, S. Taylor, and J. Fleenor's (1998) hypothesis of the homogeneity of personality in organizations. Using data from CEOs and 467 employee participants from 32 organizations, the authors found evidence of within-organization homogeneity of both personality and values. Results also suggest initial empirical support for assumptions presented by E. Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.
- QUOTE: ... In all cases, the organization's leader (president, CEO, or owner) was contacted ...