Abstract
The largest discrepancy between leadership talk and actual practice was found in what is labeled mode one technical leadership scenarios. Their view of leadership is that they are in charge, they have the knowledge and ability to use it and their subordinates (their language) do not. As a specific strategy, most mode one leaders said they actively kept information to themselves and away from other people in their domain, in the belief that only they have the overview necessary to make the decisions.
In essence we have become addicted to the certainty, sureness, or sense of security that our faith provides.
Reverend Leo Booth, English rector, author and theologian (1946-)
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Notes
See Heifetz, R.A. (1994) Leadership Without Easy Answers. Cambridge, MA: Harvard University Press.
Beck, D. and Cowan, C. (1995) Spiral Dynamics:Mastering Values, Leadership and Change. Oxford: Blackwell.
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© 2006 David J. Wilkinson
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Wilkinson, D.J. (2006). Mode One: Technical Leadership. In: The Ambiguity Advantage. Palgrave Macmillan, London. https://doi.org/10.1057/9780230597891_4
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DOI: https://doi.org/10.1057/9780230597891_4
Publisher Name: Palgrave Macmillan, London
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