ABSTRACT

This article provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent and integrated. The thesis is that organizations work best if their LAMPE is coherent, integrated, and operational. The theory begins with basic concepts such as structures, processes, process frameworks, task-role matrices, interdependence uncertainty, and virtual-like organizational arrangements. These are used as the base upon which the LAMPE theory is built. Leadership is defined as the processes of initiating, enabling, implementing, and sustaining change in an organization. Authority is defined as the legal right to preempt the outcome of a decision or a process. Power is the control of interdependence uncertainty, and management is defined in term of its major processes. When 29 leadership practices are introduced, it is possible to link these to all five of LAMPE's constructs. A number of conclusions are derived in the form of 36 propositions. There are five propositions about leadership, five about leadership requirements matching, four about leadership effectiveness, five about leadership capacity, four concerning the benefits of distributed leadership, and thirteen linking LAMPE to the theory of the organizational hologram.