Article critique framework and methodology

¶ … leaders face; these dilemmas are critical to the success of not only the leader, but of the organization he or she provides leadership for, according to the authors of an article in CNN Money (Stewart, et al., 1996).

What are the ideas in this article and how practical are they?

The authors' ideas are original and practical, which helps the reader grasp the importance of each one. Moreover, the authors specifically point out that these nine dilemmas, when faced in an open and honest evaluation and discussion, can empower employees (not exclusively "leaders" per se because anyone can lead if there is the right strategy) to help shape an organization to be creative and disciplined.

Personally I believe that it is important for a leader (or a person who strives to be a leader) to be constantly reaching out and embracing all the good ideas and strategies that are available. No one particular idea can be uses as the absolute answer when leadership is sought, and notwithstanding the learning about leadership that may have taken place at a university or a private training facility, professionals need to embrace all available ideas, and these nine ideas in terms of how to negotiate through problems are rich with pragmatism.

The first idea ("Broad-based leadership vs. high-visibility leaders") is among the most obvious and practical concepts in leadership within organizations. I certainly agree that if the leadership simply "dominates the airwaves" it blocks out the possibility of others having their say, and people will feel like they are working in a place where their voices don't count and aren't heard. But on the other hand, CEOs and other executive managers can't just retreat to their ivory towers and let the action pass them by -- they must be heard and must lead.

The fourth idea (or dilemma that must be overcome) is "creativity vs. discipline," and it is a very important part of any discussion about leadership. Any company worth its salt is going to encourage people to "think outside the box," or, to be creative and fresh in their thinking. But on the other hand there has to be structure in order for the company to keep growing and making profit. A smart, alert, competent leader should promote creativity; he or she should ask employees, for example, to offer serious written suggestions for new and more efficient ways of production). Not just in the "suggestion box" concept, but in a serious format that has been personally set up by management so all employees know their ideas will be heard and if worthy ideas, will be acted upon.

The fifth idea is one that every organization will go through at some point -- and that is, organizational change. The volume of literature (in the peer-reviewed scholarly publications) on organizational change is massive. There are always problems when big changes take place, and getting employees to cooperate is vital for the change to be successful. As the fifth idea ("trust vs. change") points out, "Even positive change can weaken trust." The employees must have trust in the leaders before they can accept change because for many employees, change is scary. It might mean that an individual's job could be in jeopardy, or that he or she may have to move to a different floor or even a different building, which can be upsetting. Trust, when well established by credible leaders, can make organizational change smoother and less stressful.