Covert Leadership: Differences Between Orchestrating an Orchestra and Leading an Organization


 
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Covert Leadership: Differences Between Orchestrating an Orchestra and Leading an Organization
Delfor Ibarra, HR Consultant, Argentina

Covert Liderazgo:
Entiendo el significado que Mintzberg adjudica comparando la gestión de un líder con la de un director de orquesta. Sin embargo, percibo una sutil diferencia en la gestión del líder tal como lo observamos en el dominio empresarial y aún en el político, con la que realiza un director de orquesta cualquiera sea su estilo; mientras que éstos, actúan sobre situaciones estructuradas (partituras), donde resulta difícil interpretar y pensar diferente, el líder institucional debe hacerlo frecuentemente sobre situaciones nuevas, no estructuradas y en donde la gente o el ¨sí mismo¨ de cada uno, interpretan, piensan y actúan ¨a su manera¨. Me parece entonces, que la faena de las diferencias entre los seguidores, debiera ser más ardua para aquellos líderes que, eventualmente, operan sin pauta alguna, (partituras), que aproximen un probable significado común de la situación a manejar.
No es mi idea descalificar los ideas de Mintzberg : sólo trato de vislumbrar una sutil diferencia entre el liderazgo practicado por un director de orquesta y un líder institucional en virtud de las situaciones distintas en que operan.

Translation:
I understand what Mintzberg means when he is comparing an organizational leader with a conductor of an orchestra. However, I sense a subtle difference between a management leader as noted in the enterprise domain and even a political leader versus how an orchestra is orchestrated, whatever the style. While both are acting on structured situations (partitures), which are difficult to interpret and require to think differently, the institutional leader should also frequently react to NEW situations, interpreting, thinking and acting in his own way.
It seems also that the task of managing the differences between followers, should be more difficult for those leaders who eventually operate without any pattern (partitures) that approximate a probable common meaning of the situation to handle.
I am not trying to disqualify Mintzberg's ideas: I just try to discern a subtle difference between leadership practiced by a conductor and an institutional leader due to the different situations in which they operate.
 

 
Covert Leadership: Leading an Organization Like an Orchestra
Peter Cobbe, Career Consultant, United Kingdom
I think that the imagery of an orchestra being conducted can be adapted by expecting the conductor and orchestra to learn new scores quickly and at times to improvise... The thinking here is to allow for fluidity and flexibility enabled by great skills and experience.
 

 
Covert Leadership
Delfor Ibarra, HR Consultant, Argentina
Estimado Peter
La imagen de la orquesta provoca, por cierto, el significado colateral que Usted correctamente señala; no obstante, aquello que deseo distinguir en un líder institucional, es la ausencia de esa base-guía, en cierto sentido matemática, pre-establecida con que cuenta el conductor de una orquesta. El presidente de una organización, de un país y hasta un cardiocirujano, y esta es la razón de mi conjetura, deben recurrir, de cara a una crisis eventual, al laboratorio de la instantaneidad para redirigir lo planeado. Ya no se trata de una ¨variación sobre el mismo tema¨, sino de una improvisación frente al caos de la sorpresa. Estimado Peter, le estoy muy agradecido por haber prestado atención y haber respondido a mi comentario. Por supuesto, lo que afirmo no tiene la entidad de una conclusión que, como diría Pascal, no sería sino el cansancio del pensamiento.

Translation:
Dear Peter, the image of the band provoked, certainly the collateral meaning that you correctly points out; however, what I want to distinguish an institutional leader, is the absence of guide that basis, in a mathematical sense, pre-set available to an orchestra conductor. The president of an organization, a country, and even a heart surgeon, and this is the reason for my conjecture must resort facing a potential crisis, the laboratory of instantaneity to redirect planned. No longer is a variation on the same theme, but a chaos of improvisation against surprise. Dear Peter, I am very grateful for paying attention and responding to my comment. Of course, what I say does not have the authority of a conclusion that, as Pascal would say, would be but the fatigue of thinking.
 

 







 

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