Questioning sovereignty It is tempting to think of a corporation or even an industry as an ecosystem, within which “leadership becomes less about control and more about navigating through complex and diverse business eco-systems.”(Western, 2013)…
Category: economy of leadership
by Philip Boxer What is demanded of an organisation if it is to sustain being edge-driven? The way individuals take up their identifications within the context of an organisation is subject to a three-way stretch…
by Philip Boxer In the previous blog I introduced the whole economy of leadership. Here I outline a case showing my diagnostic use of this economy. The case is about a non-profit organisation that had…
by Philip Boxer I describe an economy of leadership as the relationships between eight patterns of leadership in the way an organisation relates to its environments, four that address the development of the networks from…
by Philip Boxer My blog on Leadership at the Edge drew on eight leadership patterns in order to begin to describe the conditions for a successful edge organisation. Leadership resistance, or anti-patterns, were originally formulated in…
by Philip Boxer I want to propose a way of thinking about leadership within an edge-driven organisation by drawing on the work done by John H Clippinger. In his forthcoming book on edge organisation, he…
by Barry Palmer. Quotes from Philip Boxer February 1999. 1. Over the years the group relations conferences have become professionalised. By this I mean that Directors can make up their staffs with men and women…