The Top Leader's View: A Leadership Labyrinth

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The Top Leader's View: A Leadership Labyrinth
Greg Johnson, Member
Working on my dissertation in Leadership raised an interesting series of questions for me.
1. Is there still a leadership ceiling once you reached the top leadership position?
2. If we're assuming the current position of leadership is the top of the career ladder, does the vision of the Leader change by no longer looking to upward mobility and looking only at the current situation as leading and managing in a labyrinth or maze?
All comments will be respected and greatly appreciated. I think it is important to be conscious of upward mobility and the transition from moving upward to managing all that is before you as the top leader.
There are enormous responsibilities in the top position already when looking at structure, internal environments, external environments, diverse customer global markets as well as workforces, changing technologies and much more. Once in the top position would you even have time to think about upward mobility?

The Top Rung Leader's Considerations
Brian Weldy, Member
Mr. Johnson, I am about to complete my Masters and a great deal of my study has been in leadership perspectives. This is an interesting set of questions that you have posited.
First of all, I believe there is only a leadership ceiling within a given organization and situation. From there you move on to "bigger and better" things, namely, another top leadership position with a larger organization. How far you go is entirely up to you.
That being said and in response to your second question, if you reach the top rung in your organization and there is no more looking up then perhaps that leader needs to concentrate on looking back down and concentrate on his/her "rising stars". I personally feel that the greatest gift a CEO can give their management team is the benefit of their experience until they are ready to move on. If a "top rung" leader believes they are leading or managing in a labyrinth or maze, perhaps they need to reprioritize their perspectives.

Leadership Labyrinth
Greg Johnson, Member
@Brian Weldy: Congratulations Mr. Weldy on your Masters. Your response is greatly appreciated.
The lens I am looking at is one in which leaders plan and forecast all that is in front of them in their current position. As such, the concept of the labyrinth is one in which there exist numerous areas of responsibility with the desire of successful outcomes but experience allows the leader to anticipate with reasonable accuracy barriers and or diversions along the way.
So, in planning for the leader and the leadership team, we know the areas of responsibility and fairly anticipate the challenges, what tool do we use to execute a process to effectively plan under such circumstances?



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