Leadership beyond Control

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The article has extensive information regarding the competitive and the cooperative models of leadership utilized by CEOs. Notably, CEOs who assume the competitive style do not foster adequate distribution of knowledge in the senior management team. In many cases, CEOs who embrace the competitive model are likely to demand admiration and loyalty from the employees without any exception. Some leaders relying on the competitive style may prove mean and ruthless to the employees. They create a form of anxiety regularly endured by the employees and everyone under them. Organizations overseen by a CEO with this leadership style reflect a specific chain of command. The senior management receives orders from the CEO and passes down the orders to every employee. None of the employees can think of disputing the CEO’s directions. The senior management team is not in a position to share ideas with the CEO, particularly during significant decision-making processes. The CEO embraces the role of decision-making independently, and he delimits the direction of the organization at all times. Although the competitive leadership style may promote high levels of loyalty, many of the leaders utilizing this style do not get to hear the honest opinion of the senior management team (p. 80). Many of the managers prefer to tell the CEO what he wants to hear instead of giving him honest opinions. Senior managers may also begin to engage in needless competition, which may ultimately influence the organization.