ABSTRACT
It is the fundamental tragedy of operational leadership that they are expected to come up with solutions, take decisions and resolve issues on a daily basis when in practice they operate in a cognitive void, rarely comprehending the nature of the underlying issue(s). The direct result is consistently suboptimal solutions, effectiveness and long-term organisational performance. This is essentially because operational leaders are appointed and regarded as ‘gunslingers’, compelled due to circumstances and context to shoot fi rst (take short-term and immediate decisions), primarily on the basis of experience and instinct and ask questions later, much later (if at all). They are expected, as a priority, to climb the learning curve as technicians and managers in respect of technical issues, processes, procedures and systems early in their careers. In contrast, the fundamental role, responsibilities and priorities of effective operational ‘leadership’ within the organisation take much longer to become recognised and regarded as a priority by both the individual and the organisation. The result is a ‘hard-coded’ cognitive process which resists a change in priorities to facilitate perspectives and priorities more attuned to effective leadership. In today’s business organisation operational leaders are primarily expected to be mechanics, repairing and keeping the vehicle (organisation) running effi ciently; this rather than engineers, taking a more holistic, longer-term perspective on the nature and structure of the vehicle within an ever changing context.
