Answer: The answer is given below
Step-by-step explanation:
Here is the complete question:
Preston, Leidner, and Chen in 2008 discuss four CIO leadership profiles: Orchestrator, Advisor, Laggard, and Mechanic. What advice would you offer an Advisor, Laggard, or Mechanic in their quest to become an orchestrator?
Are there any other dimensions you would choose to classify CIOs by other than "Leadership Capability" and "Decision-Making Authority"? Why?
IT Advisor:
This is a high leadership making authority. In every team, there is division of labor and as an Advisor, one may be called upon to lead the time or give opinions on certain issues. Therefore, IT Advisor should learn how to convince people to accept his or her opinion. Gaining more trust will help in increasing the decision making of the person and more people will believe in his judgement.
IT Laggard:
This is a low leadership capability and a high decision making authority. Also, they need to get the much needed trust from their team members and also within the organization. It should be noted that they are capable and professional people. In order to enhance the more practical aspects of the integration, they should discuss more on the specific implementation methods to their teams and also convince the members and gain their trust.
IT Mechanic:
This is a low leadership capability and low decision making authority. I believe the most vital step for IT mechanic is for the person to strengthen their professional ability. When the person has the required professional capacity, then the person can lead the team to achieve its goal and also make better decision. This will make the IT Mechanics respected, increase his expertise and also gain team members trust.
I believe that apart from "leadership capability" and the "decision-making authority," a company can also use professional capabilities to classify CIOs. The possession of professional ability by the CIOs, can help them in making better decisions which will be of immense benefit to the company.