1. Political & Directive Leadership
Lecture 1 & 2 Notes

2. Fundamental Assumptions
People act out of self-interest and personal pursuit of power, wealth, and influence
Careerism-focused on their own needs
Scarcity of resources-zero sum game
Intensifying competition outside and complexity inside companies call for increased specialization
Organizational units are embedded with Localitis

3. Political Leadership Central tenets
Move forward in small incremental steps
Orchestrate change from behind the scenes
Selective use of shared information

4. Setting and Communicating Goals
Keep your goals flexible, sometimes vague
Broad goals minimizes the likelihood that opposition will mobilize
Involve as many as possible to maximize creativity and innovation
Communicate the strategy over time

5. Formal Systems and Structures
Value loyalty in key positions
Staffs can be a powerful resource to review and evaluate results for “contamination”
Tilt towards greater dependency on staff assessment

6. Resolving Conflicts Don’t signal your position pre-maturely
Negotiate compromises that are most likely to reduce and defuse opposition to objectives
Save face for those that might lose in the situation, if necessary
Since compromise is likely, answer the question what am I willing to give up?

7. Directive Leadership Fundamental Assumptions
People are also motivated by a drive to realize their potential
They want to take responsibility for their decision and enjoy the satisfaction of success
Believe people are willing to meld self-interest with corporate interest
Organizations need strong pushes toward coherence and goals
Coherence and substance are more important than style

8. Setting and Communicating Goals
Leaders strive to embrace a clear vision
Encourage open debate grounded in facts
Prone to act and set the agenda
Strive for internal cooperation
Embrace consistency of purpose and action

9. Formal Systems and Structures
Systems and structures are not ends in and of themselves
Rather should be adapted to meet the needs of the business
Design and redesign systems and structures consistent with means and ends

10. Resolving Conflicts Demand open and frank exchanges
Some disagreements reflect fundamental differences in knowledge, assumptions, and view of risks
Information is a powerful tool to build a commitment for shared purpose, goals, and actions
Once the issues have been aired and the strategy is set, everyone pulls together

11. Political vs. Directive
P-Bias toward being led by bottom-up influence over DM
P-More willingness to rely on corporate staff
D-Bias toward top-down influence over DM distinguishes strategic from tactical
D-Fully engaged at all necessary levels