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First and second order leaders and leadership : a new model for understanding the roles and interactions between leaders and managers working in contemporary Australian-based ogranisations undergoing change

机译：一阶和二阶领导者和领导者：一种新的模型，用于理解在经历变革的当代澳大利亚多元文化中工作的领导者和管理者之间的角色和互动

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Over the past 25 years, technological and other changes have dramatically transformed the Australian workplace. Continuous demands for quick results, an ever improving bottom line, shorter time frames and constant change have had particular impact on the role of leadership, which has become more nebulous yet, at the same time, is held more responsible for organisational success. The research question―What is the role of leaders and leadership in contemporary Australian-based organisations undergoing change? ― addresses the nature of modern leadership and the role of organisational leaders. The study has three broad aims: to understand the nature of contemporary organisational leadership; to examine whether current leadership practice is meeting organisational demands; and to identify how our current and future leaders can be better supported in a changing organisational context. The study explores the perceptions and practices of 61 leaders who work in a wide range of Australian public and private organisations through analysis of in-depth interviews. Key themes relevant to these leaders’ experiences are identified. These provide insight into the activities and thinking that support or hinder leadership success and their implications for the organisation as a whole. The findings suggest that oganisational leadership is best conceptualised not as a unitary phenomenon but, rather, as comprising two largely interdependent―though frequently confused―disciplines. The investigation identified eight ways in which both forms of leadership can be hijacked from their intended purposes. Drawing on the study data, the researcher has developed a leadership and management taxonomy that depicts how leadership and management should work together in order to achieve an organisation’s short- and long-term goals. The research thus makes an original contribution to empirical and theoretical work in the field of organisational leadership education policy and design. The study’s recommendations provide a framework and guidelines for improving the performance and competence of contemporary Australian organisational leaders during these challenging and often uncertain times.
机译：在过去的25年中，技术和其他变化极大地改变了澳大利亚的工作场所。对快速取得成果的持续要求，不断改善的底线，较短的时间范围和不断变化的要求，对领导的作用产生了特别的影响，领导作用变得更加模糊，与此同时，对组织的成功负有更大的责任。研究问题：领导者和领导者在经历变革的当代澳大利亚组织中的作用是什么？ ―论述了现代领导力的本质和组织领导者的角色。该研究的三个主要目标是：了解当代组织领导的本质；检查当前的领导实践是否满足组织要求；并确定在变化的组织环境中如何更好地支持我们现任和未来的领导者。这项研究通过对深入访谈的分析，探索了61位在广泛的澳大利亚公共和私人组织中工作的领导人的看法和实践。确定与这些领导者的经历有关的关键主题。这些提供了对支持或阻碍领导成功以及对整个组织的影响的活动和思想的洞见。研究结果表明，组织领导最好不要被概念化为单一现象，而应包括两个相互依存（尽管经常混淆）的学科。调查确定了八种方式可以从预期目的中劫持两种形式的领导。研究人员利用研究数据制定了领导和管理分类法，描述了领导和管理应如何协同工作以实现组织的短期和长期目标。因此，该研究为组织领导力教育政策和设计领域的经验和理论工作做出了原创性贡献。该研究的建议提供了一个框架和指导方针，以改善在当今充满挑战和不确定的时代中澳大利亚当代组织领导者的绩效和能力。

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    Borgelt Karen;

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