ABSTRACT
The primary purpose of this chapter is to blend the themes, perspectives, propositions and practices of previous chapters, particularly in relation to their impact on relationally intelligent leadership, into an organisational logic which is of value in operational decision making. The fi rst point to make is that it is necessary for operational leaders to fi rst of all proactively question and then recognise, acknowledge and understand who, what and where they are (or should be) in the management and leadership decision making and issue resolution process in the business organisation of the twenty-fi rst century. This is critical in order to effectively carry out their primary responsibilities, rather than merely act as ‘stooges’ and followers in applying a convenient but redundant business logic.
