How does the author distinguish the focus of 'management' from 'leadership' in Chapter 11?
Explanation
This question tests the reader's understanding of the fundamental difference between management and leadership, a core concept that underpins the book's entire philosophy on leading change.
Other questions
According to Chapter 11, what is the anticipated state of the typical twentieth-century organization if environmental volatility continues to increase?
How does Chapter 11 describe the 'persistent sense of urgency' needed in the organization of the future?
What type of information systems does the author suggest will be required to maintain a high sense of urgency in future organizations?
In the context of communication within a future organization, what does the author mean by 'the volume knob on the dishonest dialog channel will have to be turned way down'?
According to the author, when is teamwork at the top considered 'enormously helpful almost all the time'?
What fundamental shift in the succession process does the author imagine for the organization of the future?
What is the primary reason given in Chapter 11 for why individuals, even supremely talented ones, will be unable to lead singlehandedly in the future?
Using the author's pessimistic assumption that only one person in a hundred has leadership potential, how many potential leaders were there from a world population of 5.7 billion?
What does the author identify as the primary environment for the development of complex leadership skills?
What term does the author use to describe successful twenty-first-century organizations regarding their role in developing leaders?
Which of the following is NOT listed in Chapter 11 as a facilitating factor for broad-based empowerment?
What does the author suggest about the role of 'management' in the twenty-first-century organization?
Which of the following is presented as a common, but flawed, reason managers give for not delegating management tasks and sharing information?
What is the author's main argument regarding 'interdependence' in the organization of the future?
What does the author state is the ultimate outcome of practicing urgency, teamwork, empowerment, and the other principles described in Chapter 11?
How are twentieth-century cultures typically characterized in Table 11-1?
What is the key difference in organizational 'Structure' between twentieth and twenty-first-century organizations, according to Table 11-1?
Regarding 'Systems' in Table 11-1, how does the distribution of performance data differ between the two types of organizations?
What is described as the 'single biggest argument offered against the need for transformation' towards the end of Chapter 11?
In the context of a fast-moving world, why is a single good executive in charge considered insufficient for leadership?
According to Table 11-1, how does the approach to training differ between twentieth and twenty-first-century organizations?
What kind of workplace does the author describe an adaptive organization as being?
What characteristic is NOT part of the 'Culture' of a twenty-first-century organization according to Table 11-1?
Why does the author argue that 'delegated management' is necessary for excellent short-term performance?
What example does the author provide of an 'unnecessary interdependence'?
In a twenty-first-century organization as described in Table 11-1, who is expected to manage?
Which phrase best describes the role of policies and procedures in a twenty-first-century organization, according to Table 11-1?
What is the primary driver compelling organizations to adopt the twenty-first-century model described in the chapter?
What does the author suggest about teamwork at the top in a 'moderately paced context'?
Why are 'big egos and snakes' seen as a problem for the organization of the future?
What is the consequence of 'highly controlling organizations,' according to page 174?
Which characteristic of twentieth-century systems is contrasted with the twenty-first-century's reliance on 'many performance information systems' in Table 11-1?
According to the author, a future organization's culture must be 'externally oriented.' What twentieth-century cultural trait does this replace?
What does the author suggest will happen to 'snakes and big egos' in the succession process of future organizations?
What is the author's response to the argument that delegating management is too expensive?
The author states that creating an adaptive culture is an exercise in what?
What does the author suggest is the problem with relying on incremental change in a rapidly changing world?
In the comparison table, which attribute is NOT associated with the 'Structure' of a twentieth-century organization?
What will twenty-first-century organizations need to do with information to foster a persistent sense of urgency?
The author suggests that in the future, leadership development will be viewed primarily as what?
What is the key flaw in the argument that we shouldn't delegate management to lower-level employees because 'they won't know what to do with the information'?
The transition from a twentieth-century to a twenty-first-century organization involves moving from a 'slow to make decisions' culture to one that is what?
What is the author's vision for 'unnecessary interdependencies' in a future-ready organization?
In Chapter 11, what is cited as a key reason for broad-based empowerment?
What type of business is used as an example on page 176 of an organization already operating in a way that reflects the twenty-first-century model?
The author claims that in an environment of constant change, what will happen to the 'lone-cowboy tradition' of leadership?
A key difference in organizational systems between the 20th and 21st centuries is the shift from distributing performance data to executives only, to what?
Which of these is NOT a characteristic of an adaptive corporate culture as implied by the descriptions in Chapter 11?
What is the consequence of failing to move from the twentieth-century to the twenty-first-century model fast enough?