Connective Leadership: Managing in a Changing WorldBusiness today is framed by two global tensions. On the one hand, the age of the Internet has ushered in an unprecedented interdependence. People from far-flung reaches of the globe now find themselves in close contact, and collaboration is the order of the day. On the other hand, we still live in an autonomous world of diverse nations and unique individuals, and the businesses and organizations that we have created to represent us are equally unique. In this conflicting environment, a special approach to leadership is called for, one that tames these two forces and integrates them in a political but ethical way. The Connective Leadership model defines that approach, emphasizing various modes of working with and through other people instead of bowing to authoritarianism. This includes creating short-term coalitions instead of long-term alliances and forming ennobling enterprises to which people want to commit themselves. Based on extensive research analysing the leadership styles of more than 5,000 leaders and managers world-wide, Lipman-Blumen has developed an innovative nine-part strategy for flourishing despite the demands of inter- and intraorganizational relationships. Connective Leadership begins by examining the origins and evolution of the human need for leadership. It then presents a detailed explanation of the Connective Leadership Model, showing leaders how to move beyond competition towards an ethical instrumentalism that employs the talents of others to achieve strategic goals. And in a final section, it explores the empirical organizational results and the philosophical implications of that model. Thoroughly researched and accessibly written, this book provides the skills and information needed to move organizations, nations, and people into the emerging era with stellar results. |
Contents
New World New Leadership A Fundamental Shift | 3 |
Why Are We So Hooked on Leaders Anyway? The Psychological and Existential Foundations of Leadership | 28 |
American Leadership Understanding Our National Addiction to Individualism Cooperation and Authoritarianism | 46 |
A New Era Intimations of New Leadership | 77 |
The Connective Leadership Model | 111 |
Mapping Leadership Styles Direct Relational and Instrumental | 113 |
The Direct Routes to Success The Intrinsic Competitive and Power Styles | 141 |
The Relational Path to Leadership The Collaborative Contributory and Vicarious Styles | 165 |
Bridging to the Stage 3 World | 255 |
The Connective Organization Matching Leadership and Organizational Styles | 257 |
Women Leaders An Oxymoron? Or Does Gender Make a Difference? | 286 |
Connective Leadership and the Serious Issues Life Death and the Search for Meaning | 325 |
Notes | 345 |
365 | |
379 | |
385 | |
The Instrumental Road Less Traveled The Personal Social and Entrusting Styles | 193 |
Connective Leadership More than the Sum of Its Parts | 226 |
Common terms and phrases
achieving styles achieving styles profiles action alliances American Anita Roddick authenticity authoritarianism Carsey challenges Chapter charismatic Chico Mendes collaborative competitive complex connective leaders Connective Leadership Model constituents contributory cooperation corporate leaders creativity culture Despite direct styles diversity and interdependence ego ideal employees entrepreneurs entrusting ership existential expect female leaders followers forces Frances Hesselbein Gandhi global goals Gorbachev groups GSUSA Hesselbein human human relations movement individual individualistic innovative instrumental styles intrinsic achievers issues Kopp labor Lagadinova lead Leavitt Lipman-Blumen male Marcy Carsey Mikhail Gorbachev Morton Meyerson move nations nective networks offer organizational organizations ourselves percent political power style president problems relational styles responsibility Roddick role simply situation social achievers social style Soviet Stage 2 leaders Stage 3 world strategies success supporters symbols task Teach for America tion traditional vicarious vision Wendy Kopp women workers York