WHO IS A LEADER? UNDERSTANDING LEADERSHIP FROM A DIFFERENT PERSPECTIVE
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Abstract The concepts leadership and leader remain ambiguous. Many scholars, thinkers, and practitioners define and understand leadership differently, causing confusion in the field. A question if someone is a leader could lead to lengthy discussions. For example, are manager’s leaders? It is not sufficient to state that “leaders inspire,” while non-leaders do not. Ambiguity leads to confusion, and lack of progress in the field. To clearly understand who the leader is, based on facts and studies by other theorists (Jaques, 2002, Kraines, 2021, Lee, 2017, Clement, 2013), we describe a new method to identify a leader based on the role the person occupies, and whether the role is a leadership or non-leadership role. Applying this approach to practice clearly identifies all leadership and non-leadership roles in all organizations.
Major organizations and consulting firms that provide Requisite Organization-based services
A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts. His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design