Leadership: the dot and the layers

The job changes at twelve staff

• The founder can cook, sell and schedule. At twelve staff, the job becomes enabling - and the grid says she is still cooking: 9 task, 3 relationship.
• The engagement survey's strongest driver: "someone notices my development". The dot must move to 9,7.

Diagnose the dot, then move it

• The managerial grid: concern for production × concern for people. The evidence favours high–high — and situational leadership adds: match the follower's readiness.
• The priced behaviour: one development conversation a fortnight, diarised like a supplier order — what gets scheduled gets led.

Transformational, honestly graded

• Transformational leadership 变革型领导 (vision, individual consideration, intellectual stimulation) outperforms transactional bookkeeping — real but MODEST effects, mostly correlational studies.
• The honest sentence: the best-evidenced family in OB, with the caveat written beside it.

Culture is read at the deepest layer

• Artefacts (the tidy pass), espoused values ("quality first"), assumptions (what happens when a plate goes back). Organisational culture 组织文化 is what the crew does when the founder is off.
• Culture change starts at assumptions by changing what gets praised: the defect-bin rate 4.0% → 2.1% over a quarter is the culture metric, measured.

Three leadership slips

Recap