Chapter 7: Macrostrategic, Mesostrategic, and Microstrategic Leadership Processes in Loosely Coupled Networks

Our studies of the U.S. intelligence community (Orton, 2000) and other information-technology-enabled organizations (Dhillon & Orton, 2001) have convinced us of the need for better research and better theory on the intersection of strategy processes and leadership processes. Some conceptual tools that help us explain the environments that we study are loosely coupled networks, schizoid incoherence, and microstrategies.

In this chapter, we (1) review some of the history on strategy-making, decision-making, and sensemaking processes in loosely coupled networks (March & Olsen, 1976; Simon, 1976; Weick, 1976); (2) provide further explanation of our earlier research on the topic of “schizoid incoherence” (Dhillon & Orton, 2001; Greenwood & Hinings, 1988); (3) explain the importance of micro strategic leadership in schizoid incoherent contexts (Orton & Weick, 1990); and (4) conclude with some observations on how of the emerging field of strategic leadership research can be developed more quickly (Boal & Hooijberg, 2000).