The Case for the Leader-as-Negotiator
Abstract
The need for Leaders to be Negotiators is discussed in this chapter. The context of this chapter is built on the interdependency of business and governments. Four prominent leadership theories that have dominated from the 1930s to the present are briefly described, setting the stage for the author's argument that studying leadership skills in exclusion of negotiation skills inhibits leaders' effectiveness. Organizational intelligence is described as a leader's ability to understand three zones common to most organizations. This chapter's emphasis is on replacing specialization with an integrated organizational approach. The Leader–Negotiator Theory unpacks the changes that have occurred in ...
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