Re: Leadership and Management - is NOT about decision making or control, is it?

On Thursday, February 20, 2003, at 9:24:27 AM, Alleman, Glen B. wrote:

> The "enabling" outcome you seek may be considered a second order effect
> of leading or managing. It may also be a "style" of leadership. As a
> former US Naval Officer, I would not characterize my "leading" a flight
> of 4 A-6's over North Vietnam as an "enabling" role. Nor was it
> "management." It did "enable" us to drop bombs on targets, but that was
> a second effect for us, but a first order effect for the target. Granted
> that domain was command and control, and "leading" or "managing" a group
> of XP developers as "not" command and control, but it seems to me that
> enabling is an outcome not an action of the leader or manager.

Good example. I see that there isn't much room for enabling in the usual
sense here. But is there any? For example ...

Do different flight leaders lead differently in any significant ways? Do
flights ever split up to take different mission components? Do different
flight leaders let that happen differently or cause it to happen
differently?

What is the approach, for example, to "targets of opportunity"?

Ron Jeffries
www.XProgramming.com
Do only what is necessary. Keep only what you need.


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