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Breaking Down Traditional Silos: Leading Organizations from an Interdependent Mindset

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  • Kathleen E. Allen

    (Allen and Associates)

  • Tim A. Mau

    (University of Guelph)

Abstract

Current organizational design, as it pertains to both private and public organizations, assumes that they are bound and separate from the larger society or community they exist in. In this context, leaders tend to make decisions out of the narrow self-interest of their organizations and the systems within which they are embedded rather than contemplating the resultant impact of those decisions on the broader network of interdependent systems. In this essay we argue that the traditional leadership paradigms are not serving humanity well and that individual leaders need to break down the siloed thinking that dominates within various types of organizations and to promote a mindset of interdependence. In our view, there needs to be a much broader recognition of the interdependence of various systems in society by those who have the responsibility for leading, particularly our political leaders. Unfortunately, however, there are powerful political and economic impediments to our political leaders embracing this mindset of interdependence. We offer some practices to promote a greater awareness of organizational interdependence and discuss some of the implications that this shift in mindset has for organizational leaders in society.

Suggested Citation

  • Kathleen E. Allen & Tim A. Mau, 2025. "Breaking Down Traditional Silos: Leading Organizations from an Interdependent Mindset," Humanistic Management Journal, Springer, vol. 10(1), pages 125-139, April.
    • Handle: RePEc:spr:humman:v:10:y:2025:i:1:d:10.1007_s41463-024-00198-4
    DOI: 10.1007/s41463-024-00198-4
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    References listed on IDEAS

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