Organizational Leadership of Top Management

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I have chosen the article The Organizational Leadership Role of Top Management Team Members: A Multidimensional Conception by Neatby, Rioux, and Aubé published in 2015, as it provides guiding principles for Top Management Team (TMT) members on how to enhance their leadership skills and explain their organizational role in the enterprise (Neatby, Rioux and Aubé 55).

The core aim of this article is to offer a framework to the top management members and distinguish their duties from the other management members with the help of five emerging trends in leadership, as it is essential to improving their organizational performance (Neatby, Rioux and Aubé 55).

The fundamental issues that the authors are referring to are ‘What does the leadership role of TMT imply?’, ‘What are the primary duties of TMT?’, ‘What does the leadership role suggest on the practical basis?’, ‘What are the dimensions of the leadership role?’, and ‘How can these aspects affect the direction of TMT in real life?’. Many questions had risen to the authors before they started writing the article. However, the correlation between these problems cannot be unnoticed.

The most significant aspects in this article are the opinions of the famous authors in the leadership sphere such as Mintzberg and Drucker, interviews with the management to understand the principles of the leadership role (Neatby, Rioux and Aubé 58). Additionally, the authors displayed the picture of the five dimensions to explain the interdependence between different aspects presented on it. Furthermore, the authors use the opinions of various researchers to describe the dimensions and provide a framework, which a top manager should follow to enhance the organizational performance of the enterprise as a complex mechanism.

In turn, the primary findings in this article are an identified distinction between roles of TMT and unit leaders and documentation of the leadership role of TMT with the assistance of five dimensions and framework, which the managers can use to improve the quality of their performance. Additionally, the authors claim that the participation of the manager does not have to be equally distributed across five dimensions (Neatby, Rioux, and Aubé 58). Lastly, the authors propose the set of actions, which a CEO should take to enhance and increase the understanding of the leadership roles among top managers. The primary goal of this finding is to cultivate the understanding of the managerial impact on the functioning of the whole organization.

Furthermore, the core principle we need to comprehend in this article is the difference between the duties of different managerial types, as, by this concept, the authors mean that differentiation is a necessity since the managers have dissimilar and broad functions in the organization. Another principle is the introduction and distribution of the managerial duties between different dimensions and the existence of the “inner cabinets” (Neatby, Rioux, and Aubé 73). By this concept, the authors mean and underline the complexity of the managerial duties and the necessity to establish a coherent framework, which should be followed to enhance organizational performance.

The primary statement emphasizing the author’s rationale is the existence of five dimensions. The authors take it for granted, as the provided evidence such as literature review and interviews with the executives prove the existence of this differentiation. Nonetheless, the potential framework of actions is based on assumptions, and it can be questioned and modified. Moreover, the authors mention in the beginning that it is hard to determine and find out correct words to describe the team (Neatby, Rioux, and Aubé 58). The distinction between the duties can also be questioned, as it is hard to provide sufficient definitions to this matter.

If we consider and refer to this way of argumentation, the implications are the enhancement of managerial and organizational performance as a possible beneficial outcome of the implementation of the proposed framework. Understanding the difference between the dimensions is vital as if people ignore the authors’ reasoning they might experience problems related to the coherent understanding of top management members’ duties. Non-understanding of the reasoning behind the appearance of five dimensions might lead to the adverse implications of the framework and misunderstanding of the primary roles of the manager.

More researches have been conducted on this topic. It could be said that the article, which was chosen for the review is the most recent one. Nonetheless, there are several new articles related to this theme. One of them is Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate by Shin, Sung, Choi, and Kim, as the primary goal of the article is to emphasize the lack of empirical and theoretical principles in leadership (Shin et al. 43). The authors imply the significance of ethical leadership on the total organizational performance of the enterprise. It could be said that this research topic is only partially relevant to the discussed article, as it pays vehement attention to ethical leadership and not to the overall leadership duties of top management.

Another article, which covers top management leadership, is Levels of Leadership Development and Top management’s Effectiveness: Is There a Clear-Cut Relationship? by Glamuzina. The primary goal of the article is to determine the impact of various leadership development levels on the effectiveness of top management members and the overall organization (Glamuzina s89). The article has similarities with the research topic of the article, which was chosen for the review. However, it analyzes the leadership from a generalized perspective. Lastly, the article Examining Teamwork and Leadership in the Fields of Public Administration, Leadership, and Management by Chin focuses on the general analysis of leadership in the administration field (Chin 199).

Finally, this article review broadens my understanding of organizational behavior. One of the examples is the fact that different members of the top management team have a different understanding of the roles (Neatby, Rioux, and Aubé 58). Moreover, the complexity of the duties and responsibilities of the top management members are rather complicated and determined with the assistance of five dimensions (Neatby, Rioux, and Aubé 58).

This approach revealed to me the complexity of organizational behavior and a necessity to observe it from different perspectives. Additionally, it became apparent that the responsibilities of the CEO and other TMT members are sophisticated and are covered in each dimension (Neatby, Rioux, and Aubé 58). This fact helped me understand that the duties of each member are broader than I assumed, and the functions of TMT have a vehement interdependence between each other.

Works Cited

Chin, Roger. “Examining Teamwork and Leadership in the Fields of Public Administration, Leadership, and Management.” Team Performance Management: An International Journal 21.3/4 (2015): 199-216. Print.

Glamuzina, Mia. “Leadership Development and Top management’s Effectiveness: Is There a Clear-Cut Relationship?” Management: Journal of Contemporary Management Issues 20.S1 (2015): S89.

Neatby, Jaques, Phanie and Caroline Aubé. “The Organizational Leadership Role of Top Management Team Members: A Multidimensional Conception.” Organization Development Journal 33.3 (2015): 55. Print.

Shin, Yuhyung, Sun Sung, Jin Choi and Min Kim. “Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate.” Journal of Business Ethics 129.1 (2015): 43-57. Print.

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Organizational Leadership of Top Management

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