Harvard business review inside the mind of the leader

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Tài liệu Harvard business review inside the mind of the leader presents about the leader's secret self; left on a mountainside; the highway ò the mind; leading by feel; leadership warts and all; the seven ages of leader; what made a leader, ...

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ial I d e a s w i t h I m pa c t Sp ecue Iss January 2004 Inside theMind of the Leader Warren G. Bennis The Seven Ages of the Leader Manfred F.R. Kets de Vries Putting Leaders on the Couch Plus: Daniel Goleman Andrea Jung Colleen Barrett Abraham Zaleznik Barbara Kellerman David Gergen and more
Contents January 2004 Inside the Mind of the Leader 10 FROM THE EDITOR 40 The Leader’s Secret Self When there’s dissonance between an executive’s inside and outside, he’s got trouble. It’s absolutely essential to keep the two aligned. 62 S T R AT E G I C H U M O R 15 HBR CASE STUDY 111 EXECUTIVE SUMMARIES Left on a Mountainside Julia Kirby 116 IN CLOSING Ed Davidson feels like he’s made it. He’s a ﬁrst-time The Highway of the Mind delegate to the World Economic Forum in Davos, Thomas A. Stewart and he’s on track to be his company’s next CEO. Businesspeople tend to be extroverts, Then he gets a phone call that changes everything. taking a lively interest in others and preferring action to introspection. But to be fully effective as leaders, they must learn to navigate the twists and turns of their emotions and those of the people around them. continued on page 8 15 27 27 VOICES Leading by Feel Using emotional intelligence naively or maliciously can be as harmful as not using it at all. Take it from these 18 business leaders, scholars, and other experts, who describe how to cultivate and manage emotional intelligence. 40 T H I N K I N G A B O U T. . . Leadership – Warts and All Barbara Kellerman It’s high time we recognized that leadership is not a moral concept. We have as much to learn from the Dennis Kozlowskis and Howell Raineses of the world as we do from their more benevolent counterparts. 116 6 harvard business review
Contents January 2004 Best of HBR 74 Managers and Leaders: Are They Different? 46 Abraham Zaleznik The process for developing managers is not the same as the one for developing leaders, so the wise organization refrains F e at u r e s from imposing uniform expectations on its people. 46 The Seven Ages of the Leader 82 What Makes a Leader? Warren G. Bennis Daniel Goleman The leader’s life is a series of mind-bending challenges Organizations often implicitly discourage and gut-wrenching crises. Knowing what to expect at their people from cultivating emotional each stage of the journey can help you get through. intelligence. Its chief components – self- awareness, self-regulation, motivation, 54 When Followers Become Toxic empathy, and social skills – can be learned, Lynn R. Offermann but it’s not easy. The beneﬁts for both the Have you ever had to deal with a determined corporate individual and the organization make it Iago? Or worse, a group of them? Some subordinates worth the effort. can seriously interfere with your ability to lead. Here’s 92 Narcissistic Leaders: how to spot – and manage – those who might get you The Incredible Pros, into trouble. the Inevitable Cons Michael Maccoby When a company needs a leader with dar- ing, courage, and vision, there’s nothing like a narcissist. But the ﬂaws in these larger-than-life ﬁgures can be critically dangerous to the companies they run. Nar- cissists who have the courage to confront their own weaknesses can rise above the limits of their own personalities. 54 92 102 Understanding Leadership W.C.H. Prentice Why is it that we rely on intuitive skills 64 Putting Leaders on the Couch: when dealing with family and friends but A Conversation with Manfred F.R. Kets de Vries set those skills aside when we put on the Diane L. Coutu mask of “manager” at the ofﬁce? Great No leadership scholar has explored the CEO’s mind leadership is a deeply human achievement as deeply as psychoanalyst, author, and educator that requires insight into how employees’ Manfred F.R. Kets de Vries. In that strange landscape, needs and desires can be harnessed to he’s discovered echoes of parental voices, incipient further the organization’s goals. existential crises, and, in the best cases, a kind of healthy madness. 8 harvard business review
FROM THE EDITOR The Leader’s Secret Self S pecial issues of HBR give learned? Can you have too much? us the chance to explore a big How can a person compensate subject in two dimensions: for weakness in emotional intelli- first, across space, with a gathering gence? We explore these questions of new articles ranged around the and more with Goleman and over subject in an illuminating way; and a dozen other well-known experts – second, across time, with a republi- among them, a neurologist, several cation of the very best articles from CEOs, and an expert on cults. Their HBR’s past – frequently the articles answers are fascinating and im- that helped deﬁne the topic in the portant. Every leader ought to want ﬁrst place. a more supple emotional intelli- The subject at hand is leader- gence, and “Leading by Feel,”which ship – in particular, the psychology starts on page 27, is a great place of leadership. Academic leadership to begin. studies grew out of historians’“great man” theories, which Every leader ought to be thinking about his or her own explain events by examining the role of highly inﬂuential leadership development, too, and who better to talk about individuals. George Washington is perhaps the archetype of the process of becoming a leader than the man who wrote the great man in American history. In portraits, great men the book on the subject, Warren Bennis. The title of Bennis’s (and a few women) are heroic, larger than life; often they’re article,“The Seven Ages of the Leader,” may sound familiar: on horseback. Their strength and vision inspire us. We don’t He has framed his discussion of how leaders grow by know much about what they feel, however. We don’t know appealing to the “seven ages of man” speech from Shake- their doubts or their secrets. We view these leaders from the speare’s As You Like It, the one that begins “All the world’s outside. a stage.” (Freud himself often looked to Shakespeare for an This issue of HBR is about the leader’s inner life. Intellec- understanding of human nature.) That framing was a smart tually, the issue grows from a different tradition, but one choice, because the Bard understood theater as well as psy- that is roughly contemporaneous with “great man” theo- chology, and one of the biggest challenges leaders face is ries: the study of psychology, which begins in the second understanding how their feelings “play” on the public stage half of the nineteenth century with ﬁgures like William they occupy. James and Wilhelm Wundt. Psychology found its own great There’s much more in this issue. Barbara Kellerman ex- men in Sigmund Freud and Carl Jung and worked its way amines the taboo subject of malign leaders. Lynn Offer- into business through such people as Abraham Maslow, mann presents a provocative piece on the sometimes toxic Harry Levinson, and, more recently, Manfred F.R. Kets de effects followers can have on leaders. And by all means, dig Vries. If Washington symbolizes the leader’s outward face, into Diane Coutu’s interview with Kets de Vries, a psycho- let Abraham Lincoln stand for his inner being – ambiguous, analyst and Insead professor who has devoted his career to doubtful, and brooding. Even in photographs, we see Lin- analyzing CEOs. He says surprising things about how many coln from within: The lineaments of his soul are etched on CEOs suffer from depression and anxiety and struggle with his skin. control issues. He also offers a wise and hopeful description A leader gets into trouble when there’s dissonance be- of the truly healthy leader – intense, passionate, responsi- tween the inside and outside – what today we’d call a “dis- ble – the kind of leader we want to have, the kind of leader connect.” If a single theme runs through this issue, it’s the we want to be. importance of keeping the two aligned. Take, for example, the issue of emotional intelligence – a term ﬁrst brought CAREY SOOKOCHEFF to the business mainstream in Daniel Goleman’s classic 1998 HBR article “What Makes a Leader?” reprinted here. We’ve all known leaders with highly developed intellects but stunted emotions – and, wonderfully, leaders who bond with others in profound ways. But can emotional intelligence be Thomas A. Stewart 10 harvard business review
editor Thomas A. Stewart deputy editor Karen Dillon executive editor Sarah Cliffe art director Judi Tomlinson senior editors senior Leigh Buchanan production manager David Champion Dana Lissy Diane L. Coutu Bronwyn Fryer associate STANFORD Ben Gerson art director Paul Hemp Karen Player Julia Kirby associate Gardiner Morse production manager Ellen Peebles GRADUATE SCHOOL OF BUSINESS Anand P. Raman Christine Wilder senior designers EXECUTIVE EDUCATION associate editor Aimee Bida Eileen Roche Jill Manca consulting design/production Experience Stanford Executive Education and gain time- editor coordinator Louise O’Brien Heather Barrett tested strategies for collaborating effectively with colleagues executive editor and applying the power of your personal influence to achieve manuscript editors and director of derivative organizational success. Christina Bortz products Roberta A. Fusaro Jane Heifetz Margaret K. Hanshaw Andrew O’Connell editorial SELECTED 2004 EXECUTIVE PROGRAMS Andrea Ovans coordinators Kassandra Duane Suki Sporer Andrew Gray Negotiation and Managing Teams for communications manager contributing Influence Strategies Innovation and Success staff Cathy Olofson April 4 – 9 and October 17 –22 June 6 – 11 Amy L. Halliday editor for Amy N. Monaghan business development Advanced Negotiation Executive Program in John T. Landry Program Leadership: The Effective April 18 – 23 Use of Power July 11 – 16 editor-at-large, harvard business school publishing Corporate Governance Walter Kiechel Program a note to readers June 1 – 4 The views expressed in articles are the authors’ and not necessarily those of Harvard Business Review, Harvard Business School, or Harvard University. Authors may have consulting or other business relationships with the companies they discuss. www.gsb.stanford.edu/exed submissions We encourage prospective authors to follow HBR’s “Guidelines for Authors” before submitting manuscripts. To obtain a 866.542.2205 (toll free, U.S. and Canada only) or 650.723 .3341 copy, please go to our Web site at www.hbr.org; Stanford, California write to The Editor, Harvard Business Review, 60 Harvard Way, Boston, MA 02163; or send e-mail to hbr_editorial@hbsp.harvard.edu. Unsolicited manuscripts will be returned only if accompanied by a self-addressed CHOOSE STANFORD EXECUTIVE EDUCATION FOR PROGRAMS IN: stamped envelope. General Management Financial Management Leadership and Strategy Marketing editorial ofﬁces 60 Harvard Way, Boston, MA 02163 Negotiation Technology and Operations Nonprofit and Philanthropy Custom Programs 617-783-7410; fax: 617-783-7493 www.harvardbusinessonline.org CHANGE LIVES, CHANGE O RGANIZATIONS, CHANGE THE WORLD Volume 82, Number 1 January 2004 Printed in the U.S.A.
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HBR CASE STUDY Left on a Mountainside by Julia Kirby Ed Davidson is at Davos when he hears that his CEO is not naming him president. But Ed knows a nasty secret that could ruin the CEO’s reputation – should he use it to try to salvage his career? B rilliant sunshine and brittle cold Not that he would be skiing much. Other snapped Ed Davidson awake as he than on the scheduled “sports day” on Sunday, emerged from Zurich Airport, trailing participants at the World Economic Forum’s an- the limousine driver who moments before had nual conference were facing a packed schedule met him at the security checkpoint. After being of sessions, receptions, and dinners. Ed pulled hermetically sealed in a jumbo jet for hours, out his conference folder and glanced over the focused on a laptop, some analyst reports, his program again. His attention alternated be- cluttered tray table – nothing more than a few tween the scenery outside his window and the yards away – he shielded his watering eyes. But people with whom he would soon be mingling. by the time he reached the car, he was grinning His mother had been awed on the phone the broadly. The skier in him rejoiced at the January evening before, hearing him rattle off name air and the prospect of six days in the Alps. He after name familiar to her from the news and DANIEL VASCONCELLOS ducked into the backseat, pushing his briefcase gossip columns. “Eddie,” she’d said, “this is my ahead of him. He was on his way to Davos. dream come true for you. I’m pinching myself!” HBR’s cases, which are ﬁctional, present common managerial dilemmas and offer concrete solutions from experts. INSIDE THE MIND OF THE LEADER january 2004 15
HBR CASE STUDY Le f t o n a M o u n ta i n s i d e He smiled to recall it, then quickly composed his He jerked it back up when he heard Frank’s features. Jutting his jaw slightly forward, he re- voice again, saying,“Are you there?” minded himself that these people were no more But now the car was caught up in a swirl of than his peers. Soon enough, anyway. agitated humanity. As the car inched forward, Two hours into the drive, a loud crack by Ed’s protesters dressed in outrageous costumes and right ear jolted him from the doze he had carrying hand-lettered signs pressed toward it, drifted into. He sat up and turned his head to- a few getting close enough, despite the efforts ward the noise, only to be thrown off balance as of armed Swiss guards, to leer disconcertingly the car accelerated. “Very sorry, sir,” said the into the windows. Ed could hear their chants driver, catching sight of Ed’s surprised expres- through the thick glass. He looked around sion in the rearview mirror. “Antiglobalization wildly, then gripped the phone tighter. “Look, protesters. We are just a few minutes from the Frank. This is a bizarre moment. Can I call you checkpoint.” Ed turned to stare out the back of right back? I’m almost at the hotel.” “Yes, absolutely. Get settled in. But ﬁrst, just know that I have a plan,” Frank said. “I’m going “Let me get this straight.” Lucy peered to call around to the rest of the board members at Ed. “David Paterno promised you and see if we can’t prevail upon David to change his mind.” this position? And now he’s reneging?” “You really think that could work?” Ed tried to focus. the car and saw the rock thrower taking aim at “Who could argue with the wisdom of having another black sedan behind them. Then it oc- a succession plan? And who else but you could curred to him to look forward. Through the the successor be?” windshield he saw the cluster of black-costumed The car lurched forward and passed through activists the driver was hoping to blow past. a gate in a high chain-link fence. The driver His phone rang. Annoyed at the start it gave glanced back and raised his eyebrows expec- him, Ed rooted his phone out of his briefcase tantly. It was time for Ed to produce his passport and snapped it open. It was Frank Maugham and conference pass for inspection. “I’ll call calling. Normally, this would have been wel- you,” Ed said to Frank and shoved the phone come. Frank was CFO and a board member at back into his briefcase. Carston Waite, and he had been a mentor to Ed for most of the 14 years since Ed joined the Magic Mountain company. It wouldn’t have been unusual for Some hours later, realizing he was hungry, Ed Frank to call on some routine matter or just to quickly shaved, dressed for dinner, and found chat; they had become that close. But Ed imme- his way to the Kongress Center, where the in- diately detected the note of anxiety in Frank’s augural reception was already in high gear. The greeting and knew there was something afoot. room was a sea of gesticulating people, chatter- “It’s a setback, I’m afraid,” Frank explained. ing in accented English or no English at all. “David just spoke with me. He asked me to let Waiters moved smoothly among them, trays you know you are not going to be named presi- laden with wineglasses and hors d’oeuvres, as dent of Carston Waite.” He paused.“At least not a full orchestra played Berlioz. Ed spied a row of yet. He’s planning to make an announcement white-clothed tables and began working his way that he’s not appointing anyone for a while.”His toward it. voice took on a sardonic tone.“He wants to stay “Edward Davidson! Well, I’ll be damned.” close to the business.” Ed looked toward the voice and was amazed Ed’s mind was a blank – the news had hit him to see his old B-school section mate, Lucy Keh. almost with the force of a physical blow – then Lucy had made her millions in a dot-com that he gradually became conscious of the heat ris- went public, then had gone on to found a non- ing in his cheeks and forehead. His hand with proﬁt organization. They’d long ago fallen out the phone in it had slipped down from his ear. of touch, but Ed occasionally spotted her name in the news. Now she was breaking away from Julia Kirby is a senior editor at HBR and can be the group she’d been talking with and coming reached at editors@hbsp.harvard.edu. toward him, her arms extended for a hug. 16 harvard business review
HBR CASE STUDY There was no one like Lucy. Back in school, three-way contest among internal candidates she’d been brilliant, but she was also the one for the spot had moved quickly into high gear. who made you feel brilliant. She’d bring home- The timing wasn’t ideal, from Ed’s standpoint. made brownies to study sessions. She’d read A few years later and he might have had a fair Greek dramas – in the original Greek, no less – shot at the job himself. As it was, he couldn’t to unwind. She’d remember your kid brother’s compete, despite his reputation as a rising star. name. She was ﬁercely loyal. And neither was Frank in the running. Almost before he realized what was happen- Already 60, Frank had made his own play for ing, Ed was outside the ballroom, glass in hand, the job many years earlier – and done penance admitting to Lucy how he had that day been for it. The man who had beat Frank out for the betrayed. job had promptly exiled him to one of the com- “Let me get this straight.” Lucy peered at Ed. pany’s most marginal divisions and left him “David Paterno promised you this position? running it for a good long time before letting And now he’s reneging?” him come in from the cold. Frank was a survivor, Ed ﬁlled in the details. A year ago, Carston all right, and at this point he had real inﬂuence. Waite’s longtime chairman and CEO, Tom Tyra- He had seen it all, and he knew where the bod- kowski, had announced he was leaving, and a ies were buried. 18 harvard business review