Business Case
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Introduction
To what extent do the leaders at your research site manifest differences between their espoused theory of leadership and their theories-in-use? What evidence and examples can you present in support of your analysis?
How does your sites organizational leadership practice single- and double-loop learning? What evidence and examples can you present in support of your analysis?
Describe the types of defensive routines you have observed in your research site; or, describe an example of a particular case or situation in which defensive routines were in play. Are these routines consistent with Model I leadership values and behaviors in your research site?
Are the governing variables and action strategies in your research site more consistent with Model I theory in use, or Model II theory in use? What is the evidence to support your conclusions? Provide examples to support your analysis.
Does the systems perspective change your way of thinking about change in your research site? What does your analysis of organizational context suggest in terms of recommendations for change?
Espoused theory compared with theory-in-use in leaders
The words that best convey what Espoused Theory is what individuals do, or what individuals would like others think an individual would do in a situation. This is an action individuals would communicate to others when asked how the individual would behave in a certain circumstance. “By espoused theory we mean the theory of action which is advanced to explain or justify a given pattern of activity” (Argyis,).
Theory-in-use is a theory when an individual actually administers their actions. The individual directs actual behaviour and tend to be unspoken formations. “By theory-in-use we mean the theory of action which is implicit in the performance of that pattern of activity. A theory-in-use is not a given. It must be constructed from observation of the pattern of action in question” (Argyis).
Defining the distinction between Espoused and Theory-in-use theory allows questions to emerge about the degree to which behaviour is compatiable to espoused theory; and whether inner thoughts are expressed in action. In other words is there simialrity between Espoused and Theory-in-use theory? Argyris (1980) makes the case that effectiveness results from developing congruence between theory-in-use and espoused theory. Much of the business of supervision, where it is focused on ones thoughts, feelings and actions, is concerned with the gulf between espoused theory and theory-in-use or bringing the latter to the surface. This gulf is not a bad thing.
If it gets too wide then there is clearly a difficulty. But provided the two remain connected then the gap creates a dynamic for reflection and dialogue.