ABSTRACT
Up to this point in the text we have sought to show how effective operational leadership should not and cannot be a key cog in a process of what may be termed a reactive, narrow perspective of role and responsibilities. To do so is myopic because the wider business and socio-economic context dramatically affects every single issue which you deal with as an operational leader, particularly in respect of people perspectives, their attitudes, feelings, focus, motivations, energy and participation in the direction and objectives of the organisation. To take an ‘I am only following orders’ approach is not only an abrogation of responsibility as a leader but
results in a diminution in credibility and belief in your capabilities as a leader, resulting in consistently suboptimal performance. In a nutshell, in order to be effective, operational leaders must take the big picture and the big ideas into consideration in everyday decision making in an insightful, intuitive, dynamic, holistic affective, but ‘hard-headed’ manner within the context of your role and responsibilities as a leader within a business organisation.
