Chapter 8: Authentic Followership Chapter 9: The Price and Prize of Leadership

1. Chapter 8: Authentic FollowershipChapter 9:The Price and Prize of Leadership Chapter Facilitation By: David Lima David Kirstein Yu Cao

2. Leadership Equation L = f {L1, L2, Gm, S} B718_ChapterFacilitation_v1

3. 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 B718_ChapterFacilitation_v1

4. 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) B718_ChapterFacilitation_v1

5. 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) B718_ChapterFacilitation_v1

6. What Makes a Good Follower? • Good followers are prepared to speak up • Even if it involves significant personal risk • Share a commitment to an overarching purpose • Good followers are prepared to complement the leader • Have awareness of strengths and shortcomings • Good followers have a skillful appreciation of change and timing • Good followers know when to follow • Idiosyncrasy credit B718_ChapterFacilitation_v1

7. What Makes a Good Follower? • Following is a two-way street! • Leaders can fall victim to followers: • Followers impose a version of majority rules • 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.” B718_ChapterFacilitation_v1

8. 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.” B718_ChapterFacilitation_v1

9. 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.” B718_ChapterFacilitation_v1

10. Global Leadership • Three components of global mindset • Intellectual Capital • Psychological Capital • 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 B718_ChapterFacilitation_v1

11. 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 B718_ChapterFacilitation_v1

12. 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 B718_ChapterFacilitation_v1

13. 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 B718_ChapterFacilitation_v1

14. 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 B718_ChapterFacilitation_v1

15. 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 B718_ChapterFacilitation_v1