The Working Leader The Triumph of High Performance Over Conventional Management Principles

by Sayles, Leonard R.; Mintzberg, Henry

• ISBN13: 9780684871035
• ISBN10: 0684871033
• Format: Paperback
• Copyright: 1999-05-01
• Publisher: Touchstone

Summary

Schooled to oversee fixed, almost unvarying routines, managers today are unprepared to manage the conflicts in modern work flow relationships. The demand for more and quicker responsiveness to customers, market, product, and process changes means there are few "routine" technologies left to manage. The modern line manager, according to Sayles, must be a "working leader," managing work flow relationships on the boundaries between jobs, functions, departments; making things "work" through trade-offs with superiors and peers. The working leader has an agenda, knows the system inside out, is comfortable with fluidity, and recognizes that the parts do not always fit into an integrated whole. The recent emphasis on "core competencies" and "operating capabilities" as keys to competitive advantage represents a radical shift away from the presumption that business leadership is primarily about strategic decisions. Corporate success, Sayles insists, now depends upon execution, implementation, and expertise. In the past managers presumed that work systems were programmed to be efficient; now astute managers recognize that extraordinary efforts are required to attain and maintain effective operations. Sayles shows with vivid case studies how middle managers with an in-depth understanding of the organization can resolve the inherent contradictions and ambiguities among design, sales, and manufacturing. He also shows that while many companies are instilling "customer consciousness" and "quality consciousness" as compartmentalized activities, effective management of work systems automatically leads to high performance in quality, efficiency, and service. By facilitating high performance, hands on working leaders can increase the sense of responsibility and motivation of subordinates. Finding solutions to inconsistencies and dilemmas in work systems forces managers to become real leaders. Checking the interfaces and making modifications where necessary -- managing on the boundaries -- are core competencies for the working leader.

Author Biography

Leonard R. Sayler is Senior Rcscarch Scientist at the Corder for Creative Leadership and Professor Emeritus, Graduate School of Business at Columbia University. His consulting has focused largely on leadership in technology implementation, and his many books are translated into eight languages. He is a Fellow of the American Anthropological Association.

Henry Mintzberg is the author of several seminal books, including The Nature of Managerial Work, The Rise and Fall of Strategic Planning, and Managers Not MBAs. He is Cleghorn Professor of Management Studies at McGill University.

Table of Contents

Foreword	p. vii
Waltz Faster--They're Playing a Tango	p. 1
A New Leadership Perspective	p. 6
U.S. Management Principles: A Step Back from the Future	p. 15
Efficiency, Quality, Service, and Innovation: The Same Work Leadership Challenge	p. 34
Coordination: Why It's Hard to Make Things Work	p. 54
The New Leadership	p. 82
High Performance as a Source of Motivation	p. 111
Strategy from Below	p. 130
Managing Stability and Managing Change	p. 154
The Decision Process and Management Teams	p. 172
What Senior Managers Can Do to Encourage Work Leadership	p. 188
Finding Leadership in Management Research	p. 215
The Leadership Solution	p. 228
Research Appendix	p. 251
Notes	p. 255
Acknowledgments	p. 269
Index	p. 271
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