Reflection IS Leadership Role

Good day this is my second blog regarding the topic and it tried to share about the content of Information System Leadership Role which have undergone fundamental changes over the past decade. There are collected data s on general Leadership roles Technical Aspects and According to Henry Minztberg, managers undertake activities to achieve the objectives of the organization. Mintzberg's role typology described manager's job in terms of varoius roles such as:

*Informational Role- means that the executive or manager doesnt know all things but he able to know things that are relevant to his job or we may say that that he may not knoweverything but he typically knows its subordinate
* Decisional Role -it means managers gathered information doesnt end with it, those datas will be used in decision making in which the managers play a vital role
* Interpersonal Role -in this third component every manager are obliged to perform ceremoniel duties such as going to an business meeting as a representative of their enterprise or department. As a leader, a manager are responsible for the work of their people from their enterprise.
as well as on specific Information System Leadership roles such as
*chief architect-designs future possibilities for the business. His primary work is to design and evolve the IT infrastructure so that it will expand the range of future responsibilities for the business, not define specific business outcomes. The infrastructure should provvide not only today's technical services, such as networking, databases and desktop operating systems, but an increasing range of business-level services, such as workflow, portfolio management, scheduling and specific business components or subjects.
*change leader- arranges resources to achieve optimal implementation of future. The essential role of the change leader is to arrange all those resources that will be needed to execute the change program.
*product developer-helps define the company's place in the emerging digital economy.
* technology provocateur-embeds IT into the business strategy. the technology provocateur workswith senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business.
*coach- teaches people to acquire the skillsets they will need for the future .
*chief operating strategist- Invents the future with the senior management.he focused on the future agenda of the IS organization.
When you think of Leadership in an organization, it is easy to think of management teamand anyone who has "lead" or "leader" in their job description example of people in leadership role includes senior executives, manager and technical professionals serving as project leaders representing their business function.
Effective leadership is a personal role that requires the blending of motivational, strategic and management skills to align focus, energy and drive whilst creating a culture that encourages individual thinking and attainment. Ultimately leadership is about pushing ideas and thoughts forwards, shouldering responsibility and unlocking hidden drivers and aspirations to bring out the confidence of others. Harnessing energy in a strategic way that inspires and unites a team towards achieving some common task. Although working practices have undergone dramatic change, the essential qualities of a good leader remain remarkably unchanged, the only point to note being that with the flattening of company structures and loss of middle-management, leaders are required to have greater project management and influencing skills than in the past.
Information system (IS) leadership is a critical area for many organizations because of their increasing dependence on ISs both for operational stability and for enablement of process innovation and business strategy. IS Leadership is distinctive from leadership in general because the Chief Information Officer (CIO) is expected to combine IS technical skills with an in-depth understanding of the organization across all functions from operational to strategic. Thus, unique leadership challenges arise due to the technology/business interface. The breadth of the IS Leadership role implies that IS Leadership research needs to cover a wide range of topics concerning the role and characteristics of the CIO, the CIO's interface with the top management team, and the CIO's organizational impact. This essay discusses the distinctive aspects of IS Leadership, identifies the dominant themes in prior IS Leadership research,and introduces five papers on IS Leadership in this issue.