Think of a large company you admire. What kind of leadership culture do they have — and how does that affect their ability to innovate?
If you went right to command-and-control leadership, you’re not alone. It’s a common approach to leading large organizations. But MIT Sloan School of Management researchers Deborah Ancona and Kate Isaacs argue that big organizations can be nimble if they have three types of leaders in the mix: entrepreneurial, enabling and architecting.
In this episode, Ancona and Isaacs explain how some large organizations continually develop new talent by empowering employees to lead in their area of expertise and make choices about the projects to which they contribute. They also discuss the structures these companies have created to support leaders and their teams as they transition from hierarchical leadership to more autonomous ways of working.
Please select this link to read the complete article from Harvard Business Review.