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Decisive leaders to be or not to be

Decisive leaders to be or not to be End piece Decisive leaders: to be or not to be? Juliette Alban-Metcalfe Real World Group, UK Recent news headlines around the world reported large-scale change, their experience is so often US President Barack Obama being publicly one of being told what is going to happen, accused of indecisiveness, one of the most rather than being consulted as experts in their damaging accusations a leader can face (eg. Mark field – of delivery at the front line, where it Tran writing in Guardian, 18 November 2009). really matters. Rather, time after time, decisions The criticism was over his handling of America’s are made without their input and it doesn’t future troop involvement in Afghanistan. even occur to senior managers to approach Specifically, it was about the amount of time he them at the planning stages, often through a took to consult with his appointed advisers on misunderstanding of what is an appropriate the issue, including military, foreign policy, and investment in consultation, and what is an domestic experts. It was painted as excessive, and acceptable timescale. tantamount to him ‘dithering’. It could be argued, too, that lower-level staff Ironically, in Western culture it has been a are not consulted in http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Leadership in Public Services Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1747-9886
DOI
10.5042/ijlps.2010.0112
Publisher site
See Article on Publisher Site

Abstract

End piece Decisive leaders: to be or not to be? Juliette Alban-Metcalfe Real World Group, UK Recent news headlines around the world reported large-scale change, their experience is so often US President Barack Obama being publicly one of being told what is going to happen, accused of indecisiveness, one of the most rather than being consulted as experts in their damaging accusations a leader can face (eg. Mark field – of delivery at the front line, where it Tran writing in Guardian, 18 November 2009). really matters. Rather, time after time, decisions The criticism was over his handling of America’s are made without their input and it doesn’t future troop involvement in Afghanistan. even occur to senior managers to approach Specifically, it was about the amount of time he them at the planning stages, often through a took to consult with his appointed advisers on misunderstanding of what is an appropriate the issue, including military, foreign policy, and investment in consultation, and what is an domestic experts. It was painted as excessive, and acceptable timescale. tantamount to him ‘dithering’. It could be argued, too, that lower-level staff Ironically, in Western culture it has been a are not consulted in

Journal

The International Journal of Leadership in Public ServicesEmerald Publishing

Published: Feb 23, 2010

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