Traditionally, leaders were referred to as lscaptains of the shiprs (Korac-Kakabadse/ Kouzmin 1997) to denote their stewardship role in operating the organization entrusted to their care. Their primary tasks were to balance competing requirements and align organizational goals with a diversity of human behaviour. The primary source of wisdom and direction, a rather strong direction, was from leaders whose power stemmed primarily from their position in the organization while subordinates simply complied (Manz/ Sims 1990). Contemporary leaders still retain much of the role of organizational stewardship. However, the focus has shifted increasingly to the role of the ‘organizational architect. The principal contributing skill of architects is an ability to design and develop organizations; skills that require considerable creative insights and technical knowledge about how to analyze, design and stimulate complex, increasingly globalizing, social and communication networks supported by rapidly advancing IT.
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