The challenges of informal leadership
31/03/2010, Author: Judy Bennet
I’ve been working with a client in the area of performance management this week. What struck me (yet again) was the opportunities for demonstrating leadership that run right through the organisation – from team member to Chief Exec. Those with ‘leader’ or ‘manager’ in their title have obvious leadership responsibilities. But – and this is a big but – there are times when others can really make a difference by taking a lead. It raises interesting questions. What encourages an individual to take on an informal leadership role? What are the challenges of encouraging leadership in people in different roles within the organisation? Do we focus too much on the obvious leaders in our leadership development?
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Comments
19/04/2010 by Fred Morrison, http://http://
Im not sure how relevant to your interests but I also have been working on "informal" leadership. I have a working hypothesis that leadership will always occur. In the absence of formal leadership there are always additional sources of direction, influence and leadership given by a range of persons who lead as an aspect of their interpersonal and relational status rather than formal assignment of responsibility. This seems to increase in a leadership vacuum and organisationally can actually be problematic due to diverse agenda.
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