Ideally, an organization will thus have a combination of leaders who, individually and in collaboration, implement both a directional leadership strategy and an organizational leadership strategy. On numerous occasions, Truskie cautions that there is no one ideal style, nor an infallible model , nor any single combination of leadership traits, characteristics and behaviors that are most appropriate to all organizations in all phases of their development. He urges his reader to absorb and digest the contents of Leadership in High-Performance Organizational Cultures with care, of course, but also with some degree of critical detachment. Then, correlate his observations and suggestions with the specific circumstances of the reader s own organization. Leaders as well as those whom they lead must constantly monitor the balance of four aforementioned cultural patterns.
Imbalances are inevitable.
Although Truskie does not discuss it, he would probably agree that an early-warning system of some kind is highly desirable. The model he provides suggests various ways by which to recognize and then respond effectively to symptoms of such imbalances. For the foreseeable future, change will be the only constant. Order Leadership in High-Performance Organizational Cultures here .