Denying the consent to be governed: Risk leadership theory takes a radical approach to leadership change, and organizational improvement. It departs from the traditional and contemporary views of leadership where the leader/power figures serve as the change agents for their organizations. Instead, most change agents are not the recognized leaders/power figures, but rather are the lower and middle level employees because power structures reassert stability and squash change when risk is felt. Organizational leaders, as well as lower and middle level employees, need to recognize the weaknesses of contemporary change models that are top-down and reinforce status quo quick fix thinking solutions. Risk leadership theory encourages lower and middle level employee to confront and challenge the status quo authority for the purpose of transforming the organizations. Furthermore, this model seeks to Establish a corporate culture that not only accepts, but also expects, confrontation and challenge to enhance problem solving decision making, and overall organizational performance. This theory is a call for lower and middle level employees to "step up to the plate," and not wait for the power structure to transform their corporation.
Brungardt, Curtis and Crawford, Chris
"Deny The Consent To Be Governed: Risk Leadership Theory,"
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 1
, Article 13.
Available at: https://scholars.fhsu.edu/jbl/vol1/iss1/13