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This negative feedback system is only as good as the procedures and standards that underlie it. There are three major barriers to double-loop learning: budgets, bureaucracy and accountability. After fleshing out these princples, Morgan concludes this chapter with listing the strengths and limitations of the brain metaphor. I have for some time believed that the brain metaphor makes a lot of sense, especially in knowledge industries where economies of scale take a back seat to economies of flow (primarily of information). But the magnitude of change for an organization, much less a big one, to transform itself from a machine into a brain seems insurmountable to most business leaders.
That said, the time will come when adopting a new type of organization will become a matter of life or death, at which point leaders will be willing to risk it all to make the change.
Of course, Morgan would not advise every company in every industry adopt the Holographic organization model. Maximizers, like Activators, want to get things done, but they also want to preserve the good that exists within an organization. Any one of these leadership styles left on their own without compensating forces will unravel. Democratic leadership is a type of leadership style in which members of the group take a more participative role in the decision-making process.
Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.
Disclaimer: AcqNotes is not an official Department of Defense (DoD), Air Force, Navy, or Army website.
Much has been written about ‘leadership style’ over a great many years and I have contributed my own thoughts on the subject through articles and speeches many times. Adaptability is certainly the greatest ability that a leader needs to be successful and I saw a great tweet the other day from one of my own training team at MTD.
My only concern with Situational Leadership is that it assumes the ‘leader’ is always already competent in the task to be achieved. A good study on the subject of leadership style is Daniel Goleman’s Leadership That Gets Results, a landmark 2000 Harvard Business Review study. His research calculated that leadership style was responsible for 30% of bottom-line profit! This pacesetting style works best with already motivated and skilled teams, and quick wins are required. The coaching style is for when the leader wants to help team members ‘grow’ in terms of personal development. This leadership style is required and affective during times of business, political or environmental crisis or disaster. The democratic style is effective when problem solving or the leader needs the team to take ownership of a key decision, plan, or goal. The biggest challenge we face as leaders is when to use the right leadership style and for how long?
I haven’t mentioned one of my favourite leadership styles so far and I will finish on it as it encompasses them all – Authenticity!



For me authenticity is about ‘who you are as a person?’ for example, your attitudes, morals and beliefs.
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Leadership styles are generally divided into four categories: autocratic, consultative, democratic, and laissez-faire (Daiels, 2004, Davies and Brundrett, 2010).
The majority of authors stress the advantages of democratic leadership style over autocratic leadership at various levels. Davies and Brundrett (2010) warn not to dismiss autocratic leadership style as totally inappropriate referring to specific cases where autocratic leadership might prove to be effective. However, the literature review has found a consensus among authors about inappropriateness of application of laissez-faire leadership style, regardless of the sector, public or private. At the same time, the overall idea of dividing leadership into different categories is dismissed as impractical by Schermerhorn et al. The fundamental organization really rests int eh complex informaiton system that coordinates the activites of all the people and firms involves rather then the discrete organizations contributing different elements  to the process.
So long as the action defined by these procedures and standards is appropriate dealing with the changes encountered, everything is fine. One of the most famous examples of double-loop learning and organization being thwarted by these three barriers came with the US Challenger space shuttle explosion. The analogy he makes with the role of antibodies in fighting off new ideas is particularly interesting. Look at the difficulty Zappos CEO Tony Hsieh is having transforming an organization that was far closer to this model than almost any other.
He is clear to caution that the machine model remains appropriate for certain industries and organizations. Every leader has their own unique voice and their own individual approach to people and projects. Not because it makes us feel all warm and fuzzy inside (In fact, the very best teams have few warm fuzzies).
They get things done and really don’t care whose idea it is (or who gets the credit for that idea).
They know that too much change can be disruptive and bring a natural diplomacy to the situations they are in.
Developers can be impatient when solutions don’t work immediately and too quick to find an alternative. Researchers have found that this learning style is usually one of the most effective and leaders to higher productivity, better contributions from group members and increased group morale.
Any information, products, services or hyperlinks contained within this website does not constitute any type of endorsement by the DoD, Air Force, Navy or Army. Where effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity (level of existing skill & motivation) of the individual or group they are attempting to lead or influence. This is not always the case but when I raised this question with the tutor on the Situational Leadership course that I attended many years ago, they couldn’t answer!


As I run a management training and development business this is an article that I use all the time to ‘prove’ the real value of leadership training. This leadership style should only be used for short bursts as a reliance on praise alone can encourage mediocre performance. It only works when both parties want to achieve the same goals and where the leader is proficient at coaching. Democracy is never the best choice in an emergency situation or where a flamboyant and verbose team member stifles the debate for others.
It’s wonderful to be able to differentiate the varied quantities and to be able to see this from now on when someone delivers a seminar or training. Davies and Brundrett (2010) further elaborate that occasions where the application of autocratic leadership might prove to be effective include, but not limited to emergency situations and crises that can be resulted impacted by a wide range of factors.
That is to say error-detection and correction happens automatically to maintain a course towards a desired goal. It also means bringing others into your inner circle who have a very different style than yours, trusting them and listening to them to compensate for your weaknesses.
Activators can push oneself and others too hard for results and burn everyone out, including themselves. Employees meet to discuss and resolve issues by giving everyone some opportunity to contribute to decisions. Their aim was to discover specific leadership behaviours and determine their effect on the bottom-line profitability of the business.
As per my gripe about Situational Leadership above, this is not the best leadership style when the leader is working with experienced experts who know more than they do! This dictatorial approach rarely works outside of the above circumstances as it is too strict and rapidly leads to ‘disengagement’.
A top-down approach to management leads to single-loop learning and therefore is the opposite of such a model of emergence.
Developers also enjoy creative ideas, but their drive is to take action on those ideas, so their list of things on the blank piece of paper is shorter than the Innovator’s. Maximizers can fail to take action on critical initiatives if the decision is perceived as unpopular.
Then recruit other leaders who are very different from you, listen to them deeply and trust them completely. The adaptability refers to the leadership style required given the specific circumstances that you face.  A great leader must therefore have BOTH ‘style’ and ‘substance’! Unfortunately, unlike many of my classmates, I wasn’t then at a time where I could use this knowledge being then only just finished my second year of teaching. And Stabilizers can apply systems and processes too rigidly, insisting on a policy for every situation and paralyzing the organization.



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