This paper investigates how the presence of strong leadership influences an organization's ability to acquire and process information. The key concept is the leader's decisiveness. A decisive leader can make a bold move in response to a large change in the underlying landscape, whereas an indecisive leader biases her position excessively towards the status quo. An organization led by an indecisive leader needs to accumulate unrealistically strong evidence before it changes the course of action, thereby hindering the organization's ability to adapt to a changing environment. The analysis identifies several attributes and environmental factors that impair one's decisiveness and illuminates how leadership emerges or fades in organizations. The paper also sheds light on a classical issue of whether leaders can be made, rather than are born: our answer is partially `yes' in that mutual trust among members of the organization is a critical ingredient of effective leadership.
|Date of creation:||Feb 2008|
|Date of revision:|
|Contact details of provider:|| Postal: 1-31, Machikaneyama, Toyonaka, Osaka, 560-0043|
Web page: http://www.osipp.osaka-u.ac.jp/
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:osp:wpaper:08e002. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Akiko Murashita)
If references are entirely missing, you can add them using this form.