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Leader as a Ship’s Captain

To Go as far as a Man Can Go
  • Edward G. AndersonJr.
  • Nitin R. Joglekar
Chapter
Part of the Understanding Complex Systems book series (UCS)

Abstract

As discussed in the previous chapter, Peter Senge in the Fifth Discipline pointed out that the most “powerful” position on a ship might not be the captain, but rather the ship’s architect. While this view is indeed useful, in the realm of distributed innovation leadership, captaining the ship is a critical piece of the leadership puzzle as well. Otherwise, an innovation leader with poor captaining skills will soon ground her ship upon the shoals of the three principles of escalation of expectations, exchange, and providential behavior.

Keywords

Innovation System Organizational Learning Great Barrier Reef Innovation Project Providential Behavior 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Copyright information

© NECSI Cambridge/Massachusetts 2012

Authors and Affiliations

  • Edward G. AndersonJr.
    • 1
  • Nitin R. Joglekar
    • 2
  1. 1.McCombs School of BusinessThe University of Texas at AustinAustinUSA
  2. 2.School of ManagementBoston UniversityBostonUSA

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