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Emerging Leadership Vistas and Organizational Design: Public and Private Sector Applications Kalu N. Kalu, Ph. D Associate Professor Auburn University.

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Presentation on theme: "Emerging Leadership Vistas and Organizational Design: Public and Private Sector Applications Kalu N. Kalu, Ph. D Associate Professor Auburn University."— Presentation transcript:

1 Emerging Leadership Vistas and Organizational Design: Public and Private Sector Applications Kalu N. Kalu, Ph. D Associate Professor Auburn University Montgomery USA

2 Information Technology and the New Structure of Administrative Organizations Emerging IT-Based organizations pose managerial and structural challenges for administrative leaders As IT redefines job content, it also has a transformational effect on the leadership role As IT transforms the administrative context of organizations, existing administrative principles and values will face dramatic but uncertain changes. The orthodox top-down command and control hierarchy will give way to an ‘inverted’ bottom-up structure in which power flows upwards or is spread out horizontally throughout the organization.

3 Basic Assumptions The changing nature of the work environment will determine how information is exchanged, how decisions are made, and what type of leadership would fit into a particular organizational or administrative context How to reconcile orthodox administrative practices with new and more sophisticated programs of IT-driven administration will be the dominant challenge of the future By delineating how these changes affect organizational relationships and job functions, this paper offers important pathways for public and private sector agencies to develop the administrative capacity critical to effective public policy results. As a way of managing and adapting in the new IT-induced administrative context, three leadership models are proposed: networked, organic, and gatekeeper.

4 Emerging Leadership Vistas: Managing People, Information, and Inertia Orthodox Leadership: Emerging Vistas and Organizing Principles OrganicNetworked Gatekeeper

5 Top-down structure remains, but authority, power and control shifts As central control diminishes, peripheral or local control increases Techno-structure replaces strategic apex Distributed decision- making across units Beyond Orthodoxy: Changing Leadership Roles and New Systems of Control

6 Administrative systems linked by remotely-located technology with no face-to-face contact. Information and data distributed from a central hub for programmed decision-making, coordination, and feedback. Integrated global networks, enterprise and mobile portal IT systems linked by Internet or other secured work interface. Decentralized executive authority and systems of accountability. Self-regulatory/cybernetic quality. Networked Leadership

7 No uniquely identifiable leadership criteria; unpredictability (matrix). Each administrative unit is part of a wider macro-ecological system. Organizing, coordination, and decision- making is based on situational or contingency factors. High level of synchronization between and across administrative units (data collection and retrieval points). As the locus of decision-making activities, protecting the center of gravity is critical for agency mission and its survival. Organic Leadership

8 Gatekeeper Leadership A ‘monitoring’ leadership situated at the boundary between agency, stakeholders, and the larger political environment. Critical role of leadership is to gather information, provide structure, and help to overcome obstacles to agency mission. Mediates between the internal organizational processes and the regulatory demands of the political environment. Boundary-spanning role is focused on value creation or co-creation at the intersection of public, private, and non-profit sector activities (collaborative networks). Watch-dog role helps to meet procedural regulations, timelines, and contractual and constitutional obligations. Gatekeeper Leadership

9 Administrative and Policy Implications Public agencies would need to develop four different sets of capacities, each performing a specific function: Organizational Capacity—to enhance performance Institutional Capacity-for regulatory and civic compliance Anticipative Capacity– in which linear thinking is complemented by system-wide thinking as well as anticipatory of emergence thinking Adaptive Capacity—the capacity to learn and adapt to changes if and when they occur But it takes leaders who understand the dynamics of their operational environment to be able to coordinate and manage each of these challenges. Administrative and Policy Implications

10 Increasing application of IT in public and private sector administrative practices challenges traditional methods of organization and service delivery Organizational leaders will be engaged mostly in learning how to manage information as well as new functional relationships in the work environment But the process of command and control they will use, invariably, will be different from the traditional models they are used to By understanding the new leadership vistas as delineated in this paper, organizational leaders in both public and private sectors would be in a better position to develop new capabilities that match ongoing structural changes brought about by the increasing reliance on information technology as a crucial tool in effective public service delivery. Overall, the key to achieving effective public policy and civic results would require administrative agencies to learn to update their plans regularly, widen the sources of policy input, link strategic plans to existing demands of the budgetary process, and integrating IT planning into the wider sociopolitical framework of collaborative and co-creative governance. Conclusion

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