The Influential Leader: Making a Matrix Work
Jonathan Hughes, Katherine Monson, and Elizabeth Rayer
Matrixed structures have been the norm for some time, but management theories and leadership practices have not caught up. Those who lead and work in matrixed organizations consistently report that cross-functional conflict and decision-making gridlock are pervasive and costly. Learning and development professionals increasingly recognize that influence is a competence that needs to be built at all levels of matrixed organizations. But as long as the dominant influence paradigm is one where we each focus on persuading others that we are right, and convincing them to do what we want — the fundamental challenges posed by the matrix will remain.