Transcript Dilemmas of Leadership

Dilemmas of Leadership
Keys to Effectiveness
© Hoy, 2006
What is a Dilemma?
• A dilemma is a struggle between “profound
truths.”
• The great physicist, Niels Bohr, defined
profound truths as recognizable by the fact
that their opposites are also profound truths;
hence, both are desirable goals. But to achieve
one necessarily undermines the other.
• The struggle has no permanent solution, but
rather a balancing and an accommodation of
both goals.
© Hoy, 2006
Leadership is a struggle to balance
seven basic dilemmas of social
organization and functioning.
What are these seven fundamental
dilemmas that require constant
attention, adjustment, and
accommodation?
© Hoy, 2006
Control versus Autonomy
Dilemma I: Control versus Autonomy
• Leaders guide the actions of a group; like it
or not--they control.
• Leaders delegate responsibility and authority
to others; they nurture autonomy.
Challenge: What is the appropriate balance between
guiding actions and nurturing autonomy?
© Hoy, 2006
Consistency vrs. Ambiguity
Dilemma 2: Consistency versus Ambiguity
• Leaders seek consistency and coherence to
eliminate contradictions and conflicts that impede
effectiveness.
• Leaders welcome some ambiguity because it
promotes innovation and adaptation.
Challenge: What is the appropriate balance
between coherence and ambiguity? That is, how
can you promote innovation and maintain
stability and coherence?
© Hoy, 2006
Unity versus Diversity
Dilemma 3: Unity versus Diversity
• Leaders seek harmony and purpose as they
seek to minimize problems and limit
destructive conflict.
• Leaders cultivate diversity because it is a
source of ideas, understanding, and
innovation.
Challenge: How do you seek harmony and
cultivate diversity simultaneously?
© Hoy, 2006
Planning vrs. Spontaneity
Dilemma 4: Planning versus Spontaneity
• Leaders seek organization and planning to deal
efficiently with routine problems.
• Leaders encourage spontaneity to deal with
unique problems.
Challenge: What is the right balance between
planning and spontaneity? That is, how can you
structure for innovation and creativity?
© Hoy, 2006
Coordination vrs.Communication
Dilemma 5: Coordination versus Communication
• Leaders need coordination for efficient goal
accomplishment.
• Leaders need open communication both to create
innovation as well to monitor efficiency.
Challenge: How do you limit the complications of
open communication while simultaneously
maintaining efficient coordination?
© Hoy, 2006
Specialization vrs. Integration
Dilemma 6: Specialization versus Integration
• Leaders seek specialization to develop the
expertise to solve organizational problems.
• Leaders promote integration for efficient
functioning of the organization as a whole.
Challenge: Find the appropriate balance
between specialization of tasks and the
integration of the whole.
© Hoy, 2006
Stability versus Change
Dilemma 7: Stability versus Change
• Leaders seek stability to move the organization
toward the achievement of instrumental goals.
• Leaders seek change to improve organizational
functioning and to innovate.
Challenge: How much stability and how much
change? That is a leadership question.
© Hoy, 2006
Faces of Order
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Consistency
Control
Unity
Planning
Coordination
Integration
Stability
These faces of order create a world
of rules, plans, purpose, and coordinated
action.
© Hoy, 2006
Faces of Freedom
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Ambiguity
Autonomy
Diversity
Spontaneity
Communication
Specialization
Change
These faces of freedom create a
world of imagination, innovation,
creativity, vision, dreams, and hope.
© Hoy, 2006
Order versus Freedom
All seven of these leadership dilemmas are
instances of the general and fundamental
social dilemma of order versus freedom.
Both order and freedom are necessary for
effective social functioning, but emphasis of
one undermines the other.
THUS-Dynamic equilibrium, continuous adjustment,
and accommodation are essential for effective
leadership.
© Hoy, 2006