Arash Azadegan, Ph.D, a colleague at Rutgers University, presented yesterday to the Transportation Research Board on a study he has been conducting for quite some time. According to a report in Fleet Owner:
“Because of JIT [just in time] practices, the Internet, and globalization, the ‘dominoes’ of the supply chain are now very close together – and the closer they are, faster they fall,” Azadegan said. “It’s what called the ‘ricochet effect.'"...“We also found that as the disruption changes, the leadership characteristics should change with it.”
Over the “four phases” of a typical supply chain disruption identified by Azadegan – the “signaling” of the impending disruption, the start of the damage, the escalation/peak crisis point of the damage, and finally the dissipation/recovery period – the best supply chain managers were direct, decisive and controlling at the start, then switched to being more accommodating to input and ideas to gather solutions in the middle, before “switching back” to being more direct during the resolution phase.
Effective leadership is contextual. It is also conditional. But Arash is beginning to expose effective leadership is also principled. More to come.
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