CHAPTER 8: AUTHENTIC FOLLOWERSHIP

CHAPTER 9:THE PRICE AND PRIZE OF LEADERSHIP

Chapter Facilitation By:

David Lima

David Kirstein

Yu Cao

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LEADERSHIP EQUATION

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L = f {L1, L2, Gm,S}

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CH 8: AUTHENTIC FOLLOWERSHIP

Leader has shown enough of himself that followers know he is not perfect Gives them permission to be less than perfect Shows that followers are needed

Distance vs. Closeness Distance shows followers the leader is not afraid

to make tough choices Followers must understand the limits to

closeness and the difference between closeness and friendship

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WHAT DO FOLLOWERS WANT? --- EXPECTATION OF LEADERS Authenticity

Show us who you are & what is different about you Communicate “who you are” skillfully to others e.g. Dory

Significance Followers need recognition for their contribution Recognition deficit: individuals want recognition

but do not give it Some executives don’t treat it as an important thing Problems may be cultural

Effective leaders find ways to break through barriers

e.g. Jack Welch (GE)

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WHAT DO FOLLOWERS WANT? --- EXPECTATION OF LEADERS Excitement:

Excite others to higher levels of effort and performance

How to communicate excitement Use personal differences Movement from personal closeness to distance

Passionate commitment e.g. Steve Jobs (Apple), Bill Gates (Microsoft), and

Jack Welch (GE) Community

Sociability & solidarity e.g. David Gardner (EA)

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WHAT MAKES A GOOD FOLLOWER?

1. Good followers are prepared to speak up Even if it involves significant personal risk Share a commitment to an overarching purpose

2. Good followers are prepared to complement the leader

Have awareness of strengths and shortcomings

3. Good followers have a skillful appreciation of change and timing

4. Good followers know when to follow Idiosyncrasy credit

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WHAT MAKES A GOOD FOLLOWER?

Following is a two-way street!

Leaders can fall victim to followers:1) Followers impose a version of majority rules2) Circumstances where a leader may be fooled by a

subtler manipulation: flattery

“Subordinates may not decide who their bosses are, but it is the followers who ultimately decide who their leaders are.”

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CH 9: THE PRICE AND PRIZE OF LEADERSHIP

Leadership is… Situational Nonhierarchical Relational

“What’s required of leaders will inevitably be shaped by context and relationships. A primary skill must be to sense these different contexts: to understand the time and place and to respond accordingly.”

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EFFECTIVE LEADERS

Express their authentic self

Require high levels of situation sensing

Identify with those they lead

Need strong followers

“Leadership should not be judged by its popularity but by its effectiveness.”

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GLOBAL LEADERSHIP

Three components of global mindset1. Intellectual Capital2. Psychological Capital3. Social Capital

Assess your competence with the three components

Pursue a variety of activities that will build the three kinds of capital focusing first on the areas where you are weakest

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COMPONENTS DEFINED

Intellectual Capital Your ability to understand how your business works on a

global level Global business savvy, cognitive complexity,

cosmopolitan outlook Easiest to develop

Psychological Capital Receptiveness to new ideas and experiences Passion for diversity, thirst for adventure, self-assurance Hardest to develop

Social Capital Your ability to build trusting relationships with people

who are different than you. Intercultural empathy, interpersonal impact, diplomacy

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BUILDING INTELLECTUAL CAPITAL

To effectively influence people who are different from us we must understand the differences and the similarities

Reading publications with strong global coverage Economist, Foreign Affairs

Websites CultureGrams.com – in-depth country reports Kwintessential.co.uk – cultural business norms

Academics Lectures, workshops Exchange programs Language classes

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BUILDING PSYCHOLOGICAL CAPITAL How do I feel about people places and things

that are foreign to me? Why? Do I feel the need to change my feelings in

any way? Why? What’s in it for me? Expose yourself to new experiences and ideas

Talk with people outside your social circle Visit international museums and restaurants Watch foreign films

Warning: There are limits to how much you can (or should try to) change your personality

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BUILDING SOCIAL CAPITAL This type of capital is largely relationship-

based and acquired through experience

Widen your circle of social interaction to include individuals with interests that diverge from yours

Classmates are an excellent resource!

Most of us are not educated to work with people who are unlike us

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WHY SHOULD ANYONE BE LED BY YOU?

“Without an ethical purpose leadership is simply an instrument for bending the efforts of the many to the will of one.”

“Avarice , or the desire of gain is a universal passion, which operates at all times, at all places, and upon all persons.”

David Hume

“Always regard every man as an end in himself, and never use him merely as a means to your ends.”Emmanuel Kant

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