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In 1995, he received his PhD from Claremont Graduate University in executive management with an emphasis in strategic management. He was a member of the Los Angeles County Quality and Productivity Commission for ten years and was its chairmanfor five. Dr. Green's research focus is on governance of nonprofit organizations and on the use of simulations in MBA curricula. His consulting activity focuses on nonprofit organizations and for-profit businesses including the use of simulations for Management Training.Definition of the term social architectThe Leader as Social Architect By Than Lam
The arrival of the 21st century saw a global shift in organizations, especially large multi-national ones. There was a demonstrable shift from an industrialized base to a knowledge-based organization. Bell (1978) identified this as a shift to theoretical knowledge and claimed that post-industrial organizations function with a changing social class of workers who are knowledge driven. These workers make contributions to the organization through rapid and informal team-based decision making. These knowledge workers face increasingly complex problems with the emergence of global competition and respond with increased interactionat the team level with the need for increased communications. Leadership theory in the post-industrial organization is changing rapidly from its industrial roots.The industrial age leader subscribed to the great man theory, emphasizing power and control by the leader under the assumption that great men inherited superior abilities to lead the masses. This theory fits the hierarchical structure of the organization of that era. Power and control restedin the hands of a few men who were in control. The modern shift to an information based paradigm has shifted power to the knowledge holders in the organization and shifted the role of leader in those organizations to more than one individual. The shift away from the great man theory began with the introduction of trait theory in 1990 (Bass, 1990a). This move shifted the research from the inherited abilities of leaders to a more detailed search of the personality and characteristics of leaders. The knowledge-based leadership model is driven by the external environment’s rapid change and the need for the organization to change in order to remain competitive.The leadership model is evolving into a lateral equitable system. The necessary skills to resolve competitive and complex situations in a rapidly changing environment are dispersed throughout the organization, rather than existing only at the top. Power is shifting from the authority, or positional basis in a hierarchy, to an equitable, power sharing relationship based on knowledge and processing of learning.