“This is how you become a leader - by becoming someone that other people want to follow.” Reputational credibility is earned in part “through repeatedly acting in alignment with the cultural values of the organization and by helping to develop other people,” Isaacs said. Here’s a closer look at these three types and how they contribute to a culture that encourages the freedom to grow as a leader at every level of an organization: EntrepreneurialĮntrepreneurial leaders thrive within the lower to mid-levels of an organization, where strategic mindsets are needed for generating ideas that tie into the firm’s overarching strategy (e.g., a new product, a new human resources policy, an operational change).Įffective entrepreneurial leaders inspire trust through technical expertise and reputational credibility, which they earn by demonstrating that they have the best interests of their colleagues, employees, and customers at heart. Isaacs, Ancona, and co-researcher Elaine Backman have identified three leadership types that drive how nimble organizations operate: entrepreneurial, enabling, and architecting. Gore is what Isaacs and MIT Sloan professor of leadership Deborah Ancona call a nimble organization, a company filled with people who feel it is their job to lead and to step forward, propose new ideas, and translate them into action. Gore’s cultural principles, explained MIT Sloan lecturer Kate Isaacs.Freedom doesn’t mean permission to do whatever Gore employees want, but rather (as stated in the company’s guiding principles) for Gore employees to help one another grow as leaders. In other words, freedom is at the heart of W.L. Shortly after starting the business - best known for its waterproof GORE-TEX fabric - Gore said he wanted to build a company that “would foster self-fulfillment and which would multiply the capabilities of the individuals comprising it beyond their mere sum.”
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