March, 2011

In the 1920s, early studies of leadership were largely based on the assertion that leaders possessed certain traits that non-leaders did not have. Subsequent research revealed that leadership was more than merely the possession of specific traits and that situational circumstances related to the interaction between leaders and followers comprised a significant factor in leadership research and development. Throughout the years, additional studies have provided information through which numerous multidimensional leadership models have been developed. The purpose of this paper was to analyze a 3-dimensional leadership model that explores the leadership decisions in dynamic environments and application of the models in organizational dynamics. Being a leader is a function and leadership is a process that can originate from model creation. This analysis paper reviewed prior studies on leadership models to determine the inter-relationship between models. Considering that model creation occurs in all facets of an organization, the integration of model concepts helps to enhance organizational processes and decision-making strategies. The paper concluded that the technology, organization, and people leadership model is extremely innovative and provides ways to meet organizational objectives by integrating and measuring technology, organization, and people. The three identified initiatives relating to leadership decisions in dynamic environments are: a decision for special tasks and tactics, a communication team, and a decision management team. These teams focus on communication, cultures, human resources, and business ethics that are imperative to sustaining competitive advantage and consistent organizational success.

Reference: Okoro, H. M. (March, 2011). The Analysis of a 3-Dimensional Leadership Model. Presentations at “The Symposium on Global Mindset Development in Leadership and Management”, Vol 3, Num 1.