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Cybernetic Approach to Project Management pp 399–426Cite as

06:00 Leadership: L

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Abstract

The leadership process is presented along the proposed LEAD-approach: Launch, Engage, Act, Deliver. Several leadership models are evaluated: unidirectional, Fiedler situational/contingency, Hersey & Blanchard situational, role emergence, dynamic interrelationship, implicit leadership, Bass transformational and transactional, Hackman & Walton functional, White & Lippet stylistic, Blake & Mouton social style, X,Y and Z McGregor, French & Raven power, House path-goal, and closest to the cybernetic approach presented in this book of holistic theory of Best.

The Launch sub-process develops the big picture and evaluates five base powers of French & Raven. The role of the authenticity and leader-manager differences, including the two-leader approach of Miller & Watkins are further discussed.

The Engage sub-process of Macey and Schneider is projected onto the holistic approach of Best with motivational factors inventory (MFI) of Seiler et al.

The Act sub-process reflects the cybernetic approach of Kinicki and places the egograms of personalities in Blake and Mouton managerial grid. Several other models including the US Army Leadership model are discussed.

The Deliver sub-process considers the decision making drivers in view of uncertainty. Gell-Mann complexity, linear and non-linear systems and Thomas & Mengel Sense Making Intelligence.

Several inventories, Lee and Roberts ACE-Self-Reflection, Kabat-Zinn Mindfulness and Mindfulness based interventions MBI leading to Azonic leadership are the techniques included in this chapter.

Examples of Templates, Checklists and Bibliography close the Chapter.

Quick look at the beginning of the Chapter that gives cornerstone assessment of the process is presented here.

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Authors and Affiliations

  1. Bern University of Applied Sciences, Bern, Switzerland

    Bogdan Lent

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  1. Bogdan Lent
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Lent, B. (2013). 06:00 Leadership: L. In: Cybernetic Approach to Project Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-32504-5_19

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