Understanding political conflicts in the workplace

The first thing I noticed about her is that she applies a strict system of leadership to her position as Athletic Director of University of Tennessee.  She has methods she believes in and sticks to them.  Although Barbara did mention her recent adaptation of leadership style with the increased use of power investment tools, she still keeps true to the five goals she started with as Athletic Director 13 years ago.  Barbara seems to thrive on the structure.
I believe structure is a great tool for guiding an organization, yet I am more flexible as a leader and my goals would have changed in the last 13 years if I were Athletic Director.  This difference in the use of structure between Barbara and I could be due to experience.  From her experiences at USC, she developed a plan that she knew would work well for her, her subordinates and UW athletics.  The structure I use in leadership situations continually adapts to meet the changing needs of the group and our environment.
            Barbara mentioned some keys to leadership that I apply to each new leadership situation.  When I enter into a new leadership role, I set the tone through my own work ethic, enthusiasm and positive attitude.  Through leading by example, the group usually follows suit.  In the initial stages of a project I also like to create a vision with the other group members and set measurable goals to facilitate our reaching that vision.
            When I think of Barbara coming in as the new Athletic Director at the beginning of the 90’s and Mike McGavick coming in to take the reins of Safeco’s inefficient insurance practice, the term Transformational Leadership comes to mind.  Both leaders first obstacle to overcome was resistance in their organizations.  Using charisma and inspiration is an exceptional tool for overcoming the resistance, and for those employees who refuse to change…letting them go seems to best solution for the organization.  After Barbara made sure the people around her were committed to change, the next step was empowering the senior and area managers to look for solutions to the barriers that were keeping UW athletics from its vision.  Barbara also alluded to the use of individual consideration through power investment.  Retreats, once a month birthday parties where every individual gives a status report and building captains are all useful tools she used for individualizing the organization and encouraging people to take ownership.  This concept is also referred to as superleadership, or leading people to lead themselves.
            On another note, Barbara talked about everyone expecting her to have all the answers when she became Athletic Director.  She also mentioned that whatever thoughts Lee Huntsman had about actions she should take, were the right ones since Lee was her boss.  Both of these comments allude to an “Eiffel Tower” organizational culture where the boss has all the answers and is always right.  I firmly disagree her statements.  I believe in consensus decision-making.  I believe the boss has ultimate responsibility for the performance of the organization and is expected to make the final decisions when needed, but 90% of the decisions should reflect the consensus of their team. This is especially true when the boss has surrounded themselves with smart individuals who are committed to the goals of the organization.  Barbara said herself that a leader needs rely on those below her.  A leader needs to trust that their subordinates will run their own responsibilities well when they feel they have ownership over them.