There is always a concern in companies that their teams do not have the leadership abilities to accomplish strategic priorities. This concern is backed by a survey which indicated only 20 to 30 percent success of strategic initiatives.
In a speech at West Point, Chairman of the Board at GE, Jeff Immelt advised that today's leaders become system thinkers comfortable with ambiguity. Immelt said that both these attributes are critical to achieving success in our work.
An article in achieveforum.com says that in high performance organisations, leadership functions are synchronised. However doing some function well with lag in others is insufficient.
The article suggests that the integration of the senior leader and mid-level leaders lead to high performance.
While senior leaders perform the function of pulling up across the organisation to clarify strategic priorities, the mid-level leaders rely on their first level leader colleagues to drive implementation of the results with first level teams.
High performers in senior and middle level leader roles exhibit leadership behaviors that differentiate them from others.
'The level of adoption of these behaviors is closely related to an organization’s status as “high performance.” In other words, high performance leadership is a feature of high performing organizations – they have a culture of leadership,' the article states.
