Leadership: Protect the Organizatio from Internal Rivalries

Leadership always protect the organization from the internal rivalries that can shatter a culture.

.. The more attention a leader focuses on their wealth or power, they stop acting like a leader and start taking the attitude of a tyrant.

Those at the top have all the authority and none of the information. Those at the bottom have all the information and none of the authority. The people in power have to relinquish authority for a firm to do well, run smoother, run better.

The role of the leader is to give no orders. Leaders provide the direction and intent and allow others to figure out what to do and how to do it.

 

Leaders Eat Last: Why Some Teams Pull Together and Others Don’t

Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general.

“Officers eat last,” he said.

Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort—even their own survival—for the good of those in their care.

Shut Up and Sit Down: Why the leadership industry rules.

But the ad does more than stoke fear; it also excites, because it suggests that we’ve arrived at a moment welcoming to the emergence of a strong and electrifying leader. (Trump, a voice-over explains, will “quickly cut the head off ISIS—and take their oil.”) By making America’s moment of crisis seem as big (or “huge”) as possible, Trump makes himself seem more consequential, too.

.. “If we live in a world of crisis,” she continues, “we also live in a world that romanticizes crisis—that finds in it fodder for an addiction to the twenty-four-hour news cycle, multiple information streams, and constant stimulation.”

.. The glorification of leadership makes existing leaders seem disappointing by comparison, leading to an ever more desperate search for “real” leaders to replace them.

.. Schools that used to talk about “citizenship” now claim to train “the leaders of tomorrow”

.. Often, they glided between incompatible definitions within the same book: they argued that leaders should be simultaneously decisive and flexible, or visionary and open-minded.

.. “we don’t have much better an idea of how to grow good leaders, or of how to stop or at least slow bad leaders, than we did a hundred or even a thousand years ago.”

.. Weber was getting at a core problem for modern leaders. How can the performance of bureaucratic tasks (such as the design of a health-care overhaul) be infused with charismatic warmth?

.. Khurana found that many companies passed over good internal candidates for C.E.O. in favor of “messiah” figures with exceptional charisma.

.. But after the Second World War the concept of leadership softened. Leaders, it was said, weren’t dictators or tyrants; instead of ordering us around, they influenced, motivated, and inspired us. A distinction began to emerge between leadership, which was said to be inspirational, and management, which was seen as more punitive.

.. In “Leadership BS,” a book published last year, Jeffrey Pfeffer, a professor at Stanford’s Graduate School of Business, identifies five virtues that are almost universally praised by popular leadership writers—modesty, authenticity, truthfulness, trustworthiness, and selflessness—and argues that most real-world leaders ignore these virtues. (If anything, they tend to be narcissistic, back-stabbing, self-promoting shape-shifters.)