“CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact” is a research article by Preston, Leidner, and Chen published in the journal “MISQ Executive” in 2008. The paper examines the relationship between CIOs’ authority and leadership capability and the impact that IT has on organizations.
The authors begin by discussing the importance of CIOs having both authority and leadership capability to lead the IT function effectively. They argue that CIOs possessing both of these characteristics are more likely to align IT with business objectives and effectively lead IT projects.
The authors then present a study of CIOs in which they classify the CIOs into four different leadership profiles: “strategist-leader,” “technocratic leader,” “political leader,” and “operational leader.” The study finds that CIOs with high authority and high leadership capability (the “strategist-leader” profile) have the most significant impact on IT within their organizations.
The study also finds that CIOs who possess high authority but low leadership capability (the “technocratic-leader” profile) has a moderate impact on IT. In contrast, CIOs who possess quiet power and low leadership capability (the “operational-leader” profile) has the most negligible impact on IT. The “political-leader” profile, who possesses quiet power but high leadership capability, has a mixed impact on IT.
The authors conclude that organizations should strive to match their CIOs’ authority and leadership capability with the organization’s goals and objectives. They argue that organizations can achieve the most significant impact from IT by selecting CIOs with high authority and leadership capability.
Overall, the article provides valuable insights into the relationship between CIOs’ authority and leadership capability and the impact that IT has on organizations. The study’s findings suggest that organizations should strive to match their CIO’s authority and leadership capability with their overall business goals and objectives and that CIOs with high power and high leadership capability are more likely to have a more significant impact on IT.
The article “Clarifying the Ambiguous Role of the CIO” by Peppard, Edwards, and Lambert provides valuable perspectives on the role of the CIO in organizations. Some of the critical views presented in the article include:
- The evolution of the CIO role: The authors argue that the CIO role has evolved from being primarily focused on technology to being more focused on business. This perspective highlights the need for CIOs to be well-versed in technical and business matters to be effective in their role.
- The ambiguity of the CIO role: The authors find that the role of the CIO is ambiguous and that it varies depending on the organization. They argue that organizations need to clearly define the part of the CIO to ensure that the CIO has the authority and autonomy to lead the IT function effectively.
- The varying responsibilities of the CIO: The authors present a study in which they surveyed CIOs in various organizations to understand their roles and responsibilities. The study finds that CIOs have many duties, including managing the IT function, leading IT projects, and aligning IT with business objectives.
- The role of the CIO varies depending on the size and type of the organization: The study finds that the part of the CIO varies depending on the size and type of the organization, with CIOs in larger organizations having more responsibilities and authority than CIOs in smaller organizations.
These perspectives provide valuable insights for organizations looking to understand the role of the CIO and ensure that they have the right CIO to lead the IT function. By understanding the evolution of the CIO role, the ambiguity of the CIO role, the varying responsibilities of the CIO, and the way that the role of the CIO varies depending on the size and type of the organization, organizations can make more informed decisions about how to manage their IT function.