Index
“Academy of Management” report (Harter), 178
Accenture, 13, 52, 75, 76, 96, 113, 288
Achievement-motivated personalities, 163
Action learning, 136–38
Action-learning reflection, 137
Action-reflection programs, 137–38
Adams, Yvette Hyater, 113
African Americans
Foster Farms Dairy, lawsuit against, 38
Texaco, lawsuit against, 29
Airgas, 119
Alliance for Strategic Leadership, 235
Alliances. See Partnerships and alliances
Amazon.com, 271
American Express, 218
Anthem East, 71, 72, 115, 117, 165
Anytime-anyplace availability, 54
Association of Southeast Asian Nations, 7
Bank of America, 292
Barnes and Noble, 289
Bartlet, Christopher, 237
Bechtel, 96
Bennis, Warren, 234
Blackberry communication system, 53, 54
Boeing Commercial Aircraft, 202
Borders Group, 289
Boundary integration
and leadership, xxxii
and technology, 9
British Airways, 271
Bruns, John, 274
Bush, George W., 255
Business process outsourcing (BPO), 288
Butler, Chris, 116
Camargo, Juan, 31
Carlson, Jan, 271
Caterpillar Corporation, 200
Center for Advanced Emotional Intelligence, 187
Change
answers, always having, 233, 234
in the business environment, 232
creativity and innovation, encouraging, 237–38
cultural flexibility, 235–36
direction, trust, and hope, 234
failures, the value of, 234
flexibility and planning, 236
lack of established models, 231
leadership versus management, 233–35
and networked leadership, 238
as an opportunity, 232–33, 234
results, translating ideas into, 238
status quo bias, 234–35
streamlining for lower rank input, 237–38
Charisma, 116
China
facial expressions, 179
failure rate of U.S. companies, 13
Churchill: A Biography (Jenkins), 236
Clinton, Bill, 220
Co-branding, 77
Cold War, 67
Collaboration
co-branding, 77
competitor bashing, 77
versus cooperation and compliance, 31
defined, 31
mergers between competitors, 77
and outsourcing, 288
with technical experts and advisors, 56
value of, 98–99
Collaborative leadership. See Shared leadership
Collaborative teams
and change, 234
and conflict, 31
consensual decision making, 73
dependency matrices, 73
empowering, 31
and future leadership, 4
participatory management, 73
respecting individual members, 134
survival exercises, 72
Command and control management, 67, 115, 138
Competitive advantage, 290–92
and customer satisfaction, 292
innovation through people, 289
intellectual capital, 289
long-term shareholder value, achieving, 293
outsourcing, 288
performance, faster and better, 287–88
and technology, 289
waste and unnecessary cost, eliminating, 290–92
Competitor bashing, 77
Consensual decision making, 73
Constructive abrasion of diverse styles, 36
Constructive conflict, 186
Constructive dialogue
asking, 200–201
constructive feedback, accepting, 201–02
content, listening to, 203
defensiveness, avoiding, 202
methods to encourage, 204
new ideas, welcoming, 203
one-way “transmit” mode, 199
open-minded listening, 201
perspectives, understanding other, 202
shooting the messenger, 202
town hall meetings, 202
Convergence
and globalism, 1
levels of, 8
partnerships and alliances, building, 67
CoreStates, 113
Corporate Culture and Performance (Kotter and Heskett), 178
Covey, Stephen, 218
Crossfunctional teams, 70
Crosspollination of knowledge, 68, 69
Cross-training, 135
Cultural diversity. See also Diversity
appreciating, as leadership quality, 2–3, 11
defined, 2
fact versus relationship orientation, 235
and global marketing, 12
integrity versus cultural preference, 218
international immersion, 12, 38
and motivational strategies, 3
shortcomings, admitting personal, 176–77
Cultural flexibility, 235–36
Culture-specific education, 14
Curlander, Paul, 120
Customer satisfaction
changing customer behavior, 269–70
commitments, keeping, 272
as a critical success factor, 267
customers, new versus retaining, 270
in diverse cultures, 269–70
frontline employees, 268
goals, setting, 268
service and quality, 270–71
soliciting input, 270–71
Daimler-Chrysler, 38
Dell Computer Corporation, 112
Dell, Michael, 112
Dependency matrices, 73
DiBona, G. Fred, Jr., 37, 79–80, 116
Digital Equipment Corporation, 76–77
Discrimination lawsuits, 29
Diversity. See also Cultural diversity
conflict, value of, 39
constructive abrasion of styles, 36
and customer satisfaction, 269–70
discrimination lawsuits, 29
dynamics of, understanding, 28
and empathy, 179–80
fact-based versus feeling-based people, 38
generational differences, 29
gestures and body language, 179–80
ideas and perspectives, embracing, 30–32
Japanese-American relations, 117–18
leader as a role model, 38
leveraging for company vision, 114
and motivational strategies, 28
open-mindedness, 31–32
and recognition, 142
resource versus opportunity for error, 27
and shared leadership, 97
and teambuilding, 32. See also Collaborative teams
training and development, 28–30
in workplace, increase of, 27
Diversity tension, 27, 30, 31, 36
Downsizing packages, 134
Drexel, Anthony J., 185
Drexel Institute of Art, Science and Industry, 185
Drucker Foundation, 307
Drucker, Peter, 70, 132, 200, 307
Dynamism, 232
Economic development, xxi
EDS, 269
Electronic Ink, Inc., 97, 101–02, 179
Emotional awareness, xxi, xxii
Emotional literacy, 30
Empathy, 179–80
Empowerment
achievement- versus power-motivated, 163
challenge, responsibility, and accountability, 160–61
confidence, building employee, 158–59
control, letting go of, 157, 161, 163
cookie-cutter approach, failure of, 165
decision making, providing opportunities for, 159, 161–62
environment, creating a favorable, 158
hierarchy versus intrapreneurial model, 160
intrapreneurial opportunities, providing, 161
motivation, discovering individual, 163–64
risk, limiting, 162
trust versus hoarding power, 162–63
Equal (sweetener), 77
Eskew, Michael, 181
Ethical behavior
convictions and values, clarity and consistency of, 219–20
importance to young leaders, 217
integrity versus cultural preference, 218
leading by example, 220
organizational values, 218
personal values, 217–18
politics and self-service, avoiding, 219
self-directed versus otherdirected, 218
and trust, 217
European Union (EU), 7
Fannie Mae, 29
Ford Explorer malfunction, 76
Forehand, Joe, 13
Fortune magazine, 29
Forum Corporation, xxxiv
Foster Farms Dairy, 38
Frick, Joe, 116
G8Summit, 30
Gallagher, Brian, 71
Garrison, Karen, 237
Gavin, John, 114
General Electric, 8–9, 218, 254, 291
Generation Ys, 33
Generational conflict, 34
Generational differences. See also Multigenerational leadership
compared, 33–35
needs and motivations, 32–34
thinking processes, 33
Germany, 30
Gerstner, Lou, 55
Ghoshal, Sumantra, 237
Girl Scouts of the United States, 163, 307
Glasscock, Larry, 117
Global integration, 8
Global Leader of the Future Inventory, xxxi, xxxiv, 307
Global leadership. See also Global thinking; Globalization; Leadership qualities; Shared leadership
characteristics, future emerging, 2–4
company vision, creating. See Shared vision, creating
competitive advantage, maintaining. See Competitive advantage
constructive dialogue, encouraging. See Constructive dialogue
customer satisfaction, ensuring. See Customer satisfaction
developing and retaining people. See High-impact performers, retaining
diversity, teaching the value of, 38–39
diversity training, need for, 29–30
effectiveness, fifteen dimensions needed for, xxxii
empowering people. See Empowerment
flexibility, importance of, 10–11
globally literate teams, creating, 13–14
integrity, demonstrating. See Ethical behavior
language skills, acquiring, 11–12
leading change. See Change
leading from the middle, 14
living abroad, benefits of, 11
open-mindedness, 31–32
opportunities, anticipating. See Opportunities
partnerships, building. See Partnerships and alliances
personal awareness, need for, xxi–xxii
personal mastery. See as main heading
relationships, networking, 78
stereotypes, overcoming, 13
and technology. See Technological savvy; Technology, benefits of
Global Leadership: The Next Generation (Goldsmith, Greenberg, Robertson, and Hu-Chan)
conclusion, 308–09
develop yourself, using this book to, 307
develop your team, using this book to, 308
interview questions (Appendix B), 323–25
research methodology (Appendix A), 311–21
statistical methods (Appendix D), 335–36
survey (Appendix C), 327–34
Global marketplace
doing business in, 12–13
Hispanic market, 114
and language, 12
standalone products versus integrated solutions, 75, 76, 269
Global thinking. See also Global leadership; Globalization
competition and standards compliance, 7
convergence, 8
and domestic organizations, 7, 9, 16
experience, gaining, 11–12
individual needs, understanding, 10–11
as leadership quality, 2
partnerships and alliances, 7–8
strategies and trends, 12–13
trade and technology, effects of, 7
Globalization, 75. See also Global leadership; Global thinking
impact of, 8–10
politics and rules of trade, effect on, 8–9
trade and technology, effects of, 2, 3, 9
Globally literate teams, creating, 13–14
Goldman Sachs, 101
Goldsmith, Marshall, xxvii
Gorbachev, Mikhail, 67
Greco, Rosemarie, 15–16
Greenberg, Cathy L., PhD., xxvii–xxviii
Grove, Andy, 237
Guiliani, Rudolph, 255
Hambrose, Harold, 97, 101–02, 179
Hambrose, Johanna, 97, 101–02, 179
Handspring Treo, 269
Harmon, Fred, 253
Harrah, William, 273
Harrah’s Entertainment, 273–74
Harter, Eric, 178
Harvard Executive Program, 38
HB Fuller Company, 235
The Heart of the Soul (Zukav and Francis), xxi
Hershey Foods Corporation, 289
Hertz, 271
Heskett, John, 178
Hesselbein, Frances, 162–63, 307
Hewlett-Packard, 76–77, 269, 291
High-impact performers, retaining, 120
action learning, 136–38
annual reviews versus ongoing monitoring, 139
balanced life, need for, 135
coaching, 138–39
compensation plans, challenging, 141
compensation versus recognition, 140
cross-training, 135
downsizing packages, 134
fear and intimidation, ineffectiveness of, 134
feedback, 139–40
human resources department, 140
ideas and goals, sharing, 136
recognition, differing needs for, 141, 141–42
respect and dignity, showing, 133–34
strategies, listed, 133
thriving environment, creating, 134–35
training and development, 135–38
trends complicating, 131–32
work, changing nature of, 131
Hispanic Business Radio (HBR), 114
Hispanics
Hispanic market, 114
USDA, lawsuit against, 29
Hu-Chan, Maya, xxviii
Human development, xxi
Independence Blue Cross (IBC), 37, 79–80, 96, 116
Inside-out leadership, 177–79
Intel, 237
Intergenerational synergy, 35
Intergraph Corporation, 96
Internal networks of influence, 4
International immersion, 12, 38
Intrapreneurial model, 160
Intrapreneuring in Action: A Handbook for Business Innovation (Pinchot and Pellman), 160
Janney, John, 116
Jenkins, Roy, 236
Johnson and Johnson (J&J), 219, 291
Jordan, Michael, 100
JP Morgan, 137–38
Kaye, Beverly, 33
Kenan Communications, 96
Kets de Vries, Manfred, 179
Klingensmith, James M., 294
Knowledge workers empowering, 160–61
rise in influence of, 132
Labeling, 10
Language
acquiring skills, 11–12
cultural interpretations, understanding, 30
marketing, effect on, 12
Leadership, 79
and business success, xxxii, 4
collaborative teams, 4
context, transformation of, xxxii
hierarchical model versus partnerships, 67, 70–71, 72, 73, 79, 95
how to, ability to learn, xxxii
inside-out, 177–79
versus management, 233–35
multigenerational, 29
shared. See Shared leadership
success factors, 15
team- and influence-based, 72
Leadership entropy, xxiii
Leadership qualities. See also Global leadership; Shared leadership
company loyalty, decline in, 70
consistent over time, 1–2
cultural diversity, appreciating, 2–3
emerging future trends, listed, 2
global thinking, 2. See also as main heading
partnerships and alliances, ability to build, 3–4. See also Partnerships and alliances
surge of interest in, xxxi
Lenior, Etienne, 56
Lexmark International, 120
Lister, Kathy, 116
Love ’Em or Lose ’Em: Getting People to Stay (Kaye), 33
Loveman, Gary, 273–74
Marketing. See Global marketplace
Matthias, Rebecca, 256
McCausland, Peter, 119
McColl, Hugh, 56
McNealy, Scott, 55
McNerney, James, Jr., 268
MCP Hahnemann University, 98
Merck & Co., 219
Micromanagement, 162
Middle East, 10
Miyoshi, Yo, 235
Moments of Truth (Carlson), 271
Mother’s Work, Inc., 256
Motivation. See also High-impact performers, retaining
age gap differences, 32–33
and teambuilding, 32
in the workplace, defined, 32
MSPS (motivational needs profiling system), 136
Multigenerational leadership. See also Generational differences
defined, 29
difficulties and challenges, 35
guidelines, 35–37
intergenerational synergy, 35
MySimon.com, 270
National Association of Female Executives (NAFE), 29
National Blue Cross and Blue Shield Association, 96
National Business and Disability Council, 29
New work contract, 131
Next-generation companies, 232
North American Free Trade Agreement (NAFTA), 7
North Atlantic Treaty Organization (NATO), 67–68
On Becoming a Leader (Bennis), 234
Opportunities
alternatives, considering, 254
anticipating future, 253–54
big picture, focusing on, 253
customer needs, anticipating, 252
focusing on the future, 254
future trends, investigating, 252–53
new environments, meeting the needs of, 254–55
perspective and approach, long-term, 254
short-term perspective versus long-term trends, 253
and vision, 251
visioning, 253–54
Orbitz.com, 270
Other-directed, 218
Papadakis, Constantine (Taki), 185–86
The Paradox of Success (O’Neil), xxiii
Participatory management, 73
Partnerships and alliances
across the company, 70–74
building teams, 72–74. See also Collaborative teams
co-branding, 77
competitor bashing, 77
with competitors, 76–78
confidences, respecting, 68
with coworkers, 70–71
crosspollination of knowledge, 68, 69, 72
with customers, 75
with direct reports, 70
feedback and dialogue, constructive, 69
hoarding talent, 68
internal and external, 67–68
with managers, 71–72
necessary components, listed, 78
outside the organization, 74–78
resource sharing, 71
second-party, with vendors, 76
and shared leadership, 95–96
success, measuring, 78
with suppliers, 75–76
trust, creating, 68–69
vendor partnering, 75
Personal mastery
competencies, filling the gaps, 177, 181
congruency, personal and organizational, 181–84
defined, 175
delegating, knowing what to, 177
emotion, talking about, 180
empathy, 179–80
factors for leadership success, 187
inside-out leadership, 177–79
personal values, aligning with stakeholders, 176
self-assessment, need for, 184–85
self-awareness, reasons for developing, 180–81
self-confidence and integrity, 176
self-reflection, capacity for, 179
shifting values, 185
shortcomings, admitting to, 176–77
values and trustworthiness, 181
Petróleos de Venezuela, 31
Pitney Bowes, 237
Political development, xxi
Power-motivated personalities, 163
Primal Leadership (Goleman, Boyatzis, and McKee), xxi
Qwest, 254
Reagan, Ronald, 67
Reeder, Andrew, 114
Resource sections, using, xxxiii–xxxiv
Robertson, Alastair G., xxix
Rolling Stones, 10
Rotation, in Asian companies, 117
San Diego Builder’s Association, 77
SBC Communications, 29
Scandinavian Airlines Systems (SAS), 271
Schein, Edgar, 114
Second-party vendor alliances, 76
SEI Investments, 100
Self-directed, 218
Self-monitoring, 235
Sexual harassment, 38
Shared leadership. See also Collaboration
and changing challenges, 99–100
collaborative teams, 4
executive team model, 96
in flattened organizations, 97–98
as future operating model, xxxii, 3, 4, 95
versus individualism, 4
and knowledge workers, 4
lack of organizational support, 5
partnerships and mergers, 95–96
resources, sharing versus owning, 99
specialists, need for, 100
talent, maximizing, 96–98
team environment, fostering, 99–101
Shared vision, creating
buy-in, importance of, 115
charisma, importance of, 116
coaching, role of, 138
communicating, 111–12
diversity, leveraging, 114
effective strategies, developing, 118
input from others, 113–15
inspired versus compelled, 115
organizational pride, instilling, 116
during periods of change, 116–17
priorities and roles, defining, 118–19
top-down approach, ineffectiveness of, 114–15
trust, 116–18
Silent generation, 33
Silo politics, 118
Social dynamism. See Diversity tension
Sprint PCS Vision, 269
Stereotypes, overcoming, 13
Sun Microsystems, 252
Sunset cruises, 117
Technological change
leveraging for productivity, 56–57
Technological literacy, 52
Technological savvy
and age, 51
infrastructures, understanding, 52
versus intimidation, 54–55
investment decisions, 56–58
opposition to, 55
and rank, inverse correlation between, 51
recruiting experts, 55–56
safety versus effectiveness decisions, 53
versus technical expertise, 55
which tool when, 54
Technology, benefits of
anytime-anyplace availability, 54
communication, ease of, 52–53, 57
increased interaction, 53–54
manual systems, replacement of, 53
personal presence, extension of, 54
Texaco, 29
Thain, John A., 101
The Leadership Profile (TLP), 178
Thorton, John L., 101
Three-dimensional thinking, 33
Town hall meetings, 202
Trade
and global thinking, 7
increase in global, 2
Travelocity.com, 270
Trust, creating, 68–69, 116–18, 162–63
Turfism, 100
UBS Financial Services, 218
United Parcel Service (UPS), 181
United Way, 71
U.S. Department of Agriculture, 29
U.S. Special Forces and Northern Alliance, 56
Vendor partnering, 75
Viet Nam War, 29
Visioning, 253–54
Vitro, 38
Wal-Mart, 75
Warsaw Pact, 68
Watergate, 29
Web thinking, 15
Welch, Jack, 254
West, Al, 100
West, George, 218
Wieand, Paul, 186–87
Worldbid.com, 67