Abstract
By focusing on leadership tasks rather than personality traits in this chapter, I explore how leadership is affected and challenged in practice by the new inclusions identified in Chap. 3. I conclude that the growing diversity of our Global Era makes the primacy of people leadership, in terms of a partnership approach based on empathy and respect, even more pronounced. Secondly, explicit ethics and virtues, as well as the trend toward a new capitalism, are raising the bar for leaders to choose convincing, purposeful directions when leading an organization. In addition, the ongoing transformations of our Global Era make continuous process design and redesign an imperative for leadership and suggest the adoption of a holistic and integrated view that takes into account the new opportunities that are provided by today's “one world.” One thing that has not changed is the challenge that leaders face to get things done. This calls on leaders to do “real work” themselves as well as to rigorously manage themselves and others.
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Notes
- 1.
The “It” dimension is part of the Integral Theory developed by Ken Wilber, an American philosopher. This theory sets out a framework in which all areas of human experience can be observed within the context of three dimensions: the “It” dimension refers to social systems and the external environment, the “We” dimension refers to the collective behavior of people and culture, and the “I” dimension refers to the self and individual consciousness. For further information, please refer to Conscious Business: How to Build Value Through Values by Fred Kofman , who describes this theory in more detail (Kofman, 2006, p. 12ff.).
- 2.
Researchers at the University of Akron and Michigan State University have developed a “Workplace Arrogance Scale” to help identify arrogant bosses. The scale’s aim is to measure managers, so that arrogance can be spotted early and stopped before it has bottom-line consequences (Silverman, Johnson, McConnell, & Carr, 2012).
- 3.
(http://www.elea-foundation.org/files/pdf/eIMM_Paper.pdf) (Kappeler et al., 2012) .
- 4.
In 1988, I wrote an article for the NZZ with the title “Value enhancement or institutional survival” (Wuffli, 1988). In this article, I contrasted the two views regarding the purpose of businesses at the time. It was either (1) survival as an institution across many generations, a purpose that family businesses, in particular, had (and many still have today) at the top of their agendas, or it was (2) a vehicle to create wealth for its owners and their beneficiaries, who were increasingly institutional investors operating on behalf of pension funds and other collective savings instruments, as is characteristic of a more Anglo-Saxon business concept.
- 5.
In this section, I apply the term “value” rather than the ethical term “virtue,” which is used in the various chapters on ethics in this book. While they are related, value is a broader concept and is more commonly seen in corporate statements.
- 6.
As a consequence, sadly and unfairly, Stephan Schmidheiny is one of the entrepreneurs who has been subjected to intense, hurtful legal proceedings due to the visibility of his position.
- 7.
The decision to sponsor Alinghi was the opposite of systematic, well-thought-out decision-making, and thus a perfect example that sometimes coincidence and luck can play a role in successful leadership.
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Wuffli, P.A. (2016). How Leadership Tasks Become Inclusive. In: Inclusive Leadership. Springer, Cham. https://doi.org/10.1007/978-3-319-23561-5_4
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