The article is looking at leadership in terms of a larger organization. The quote in the beginning sums up leadership well, in my opinion: "successful acts of organization are often seem to rest in the synchrony between the initiation of action and the appeal for direction" (pg. 257).
Pg. 258- "Leadership lies in large part in generating a point of reference, against which a feeling of organization and direction can emerge." The article goes on to say that leadership results from interactions and the ability to help definite the situation. It also says it's natural for people to come together and formalize their group with a leader.
I like on pg. 261 where the discuss leadership as the management of meaning-- the best bosses I have had and best leaders I have seen have always managed expectations and relationship. Along with that comes framing a situation appropriately to motivate people to work in a specific direction. The best leaders I have seen have them lead without you even knowing it. They have built strong relationships and understand people and situations so well that you trust their instincts even if you are skeptical. It helps make them more effective if there isn't constant questioning.
The case study presented by the authors provides an example of disconnect between leaders and the worker bees if the leader cannot make the appropriate connections and relationships with his/her employees. The leader's ability to make decisions and "sense-making" (270) takes priority over others' same skills, but a connection need to be made between the two as there is strong interdependence
As you think about the role of leadership with meaning making--now, think how you will be using this yourself. What can you apply now? How does this meaning making help you understand what is going on now too?
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