papi's review
5.0
I first read Selznick’s little volume Leadership in Administration in the early eighties while I was a Ph.D. student, and it started me on a lifelong career seeking to understand the roles and applications and essence of leadership. Selznick’s ideas were groundbreaking, and underlie many of the most commonly understood elements of organizational scholarship we have today. Strategic theorists such as Miles and Snow, Michael Porter, and other prominent names built on the foundation laid by Selznick. Leadership scholars and writers such as John Kotter, Ed Schein, and many others likewise built on Selznick’s foundation. In fact, in ways too numerous to count, much of the field of organizational behavior would likely not be where it is today without Selznick’s work. A few of his most important ideas, as expressed in Leadership in Administration follow:
• He argued persuasively for an organic over a mechanistic view of organizations, not dismissing the latter, but ensconcing the former in its place of leadership in organizations.
• He argued that values, and hence leadership, belong at the core of the organization and are a fundamental strength in its survival and success.
• He focused on large organizations, but his ideas and counsel seem to me to apply to all types of organizations, both large and small, for profit or non-profit. Ram Charan makes this point also in his book What Your CEO Wants You To Know, arguing that, scaled up or down, principles of leadership and effective organizations apply to the smallest one person shop and the largest multinational organizations.
• Selznick addresses leadership styles of the fox (innovative) and the lion (maintainance), and thus was an early forerunner of those who have created useful typologies of organizational strategies.
• He asserted that leadership generally moves from the executive to the statesman in style – moving from administrative management (mechanistic) to institutional leadership (organic) – and that this is the path of growth of a leader. He did not set aside the importance of execution, but added to it the critical importance of setting and establishing core guiding values and the creation of institutional identity
• Pointed out that managers (administration) are needed most where decisions and decision-making require little creativity and simply carry out the already established policies and procedures of the organization. Leaders are needed to create and establish those key values and the structure that supports and sustains them (including organizational mission, resolution of conflicts, institutional purpose, and so forth), and to transform a group of individuals into a committed and focused team.
• Leaders, then, ask (and answer) critical questions such as “What shall we do?” and “What shall we be?” and the answers lead to an understanding of the organization’s mission. Further leadership establishes and sets in place systems and structures to maintain the value-based culture of the organization.
• Thus, leadership is most needed when the organization’s goals are not well defined, when external direction is not easily imposed, or when goals and values are more easily swayed. It is then that the institutional integrity of the organization becomes most important, and results from the strength – the endurability – of the organization's values and culture.
• He argued persuasively for an organic over a mechanistic view of organizations, not dismissing the latter, but ensconcing the former in its place of leadership in organizations.
• He argued that values, and hence leadership, belong at the core of the organization and are a fundamental strength in its survival and success.
• He focused on large organizations, but his ideas and counsel seem to me to apply to all types of organizations, both large and small, for profit or non-profit. Ram Charan makes this point also in his book What Your CEO Wants You To Know, arguing that, scaled up or down, principles of leadership and effective organizations apply to the smallest one person shop and the largest multinational organizations.
• Selznick addresses leadership styles of the fox (innovative) and the lion (maintainance), and thus was an early forerunner of those who have created useful typologies of organizational strategies.
• He asserted that leadership generally moves from the executive to the statesman in style – moving from administrative management (mechanistic) to institutional leadership (organic) – and that this is the path of growth of a leader. He did not set aside the importance of execution, but added to it the critical importance of setting and establishing core guiding values and the creation of institutional identity
• Pointed out that managers (administration) are needed most where decisions and decision-making require little creativity and simply carry out the already established policies and procedures of the organization. Leaders are needed to create and establish those key values and the structure that supports and sustains them (including organizational mission, resolution of conflicts, institutional purpose, and so forth), and to transform a group of individuals into a committed and focused team.
• Leaders, then, ask (and answer) critical questions such as “What shall we do?” and “What shall we be?” and the answers lead to an understanding of the organization’s mission. Further leadership establishes and sets in place systems and structures to maintain the value-based culture of the organization.
• Thus, leadership is most needed when the organization’s goals are not well defined, when external direction is not easily imposed, or when goals and values are more easily swayed. It is then that the institutional integrity of the organization becomes most important, and results from the strength – the endurability – of the organization's values and culture.
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