Index
A
Aburdene, P., 113
Accenture: Global Leader of the Future Profile, 146; Institute for Strategic Change, 139, 153; shared leadership at, 145–146
Action: as element of sensemaking, 96–97; leadership as beginning with, 85–87, 246; by resilient leaders, 204–208; to empower youth leadership, 215–218, 224
Adult Superiority Syndrome (ASS), 218–219
Adversity, leaders' resilience when faced with, 189–208, 249–250. See also Failure
“Affluenza,” 11
Aguilar, Frank, 266
Alcoa, 70
Alexander, Keith, 193
Allende, Isabel, 187
Alliances, shared leadership in, 145–146
Allinson, R. E., 102
Amazon.com, 4, 60, 69
Amelio, Gil, 207
America Online, 67
American Home Products, 144
American Management Association, 53
Ames, Aldritch, 74
Anderson, Dick, 182
Anxiety: and acceptance of poor leaders, 127–130; ego's fear of loss of control as, 109–110; generated by democracy, 133; leadership as confronting, 131–134; relationship between change and, 132, 286n20
Apple Computer, 8
Armstrong, C. Michael, 5, 189–190, 275
Auden, W. H., 276
Authentication, as element of sense-making, 100–102
B
Baby boomers: collective anchors of, 229; conflict between Generation Xers and, 149–150, 243; in multigenerational corporations, 151– 153, 243; values of, 148–149
Bagby, Meredith, 233
Bailey, George, 74
Balance: lacking in leaders, 250;
Bales, Freed, 260
Bank of America, 144
Bannon, Lisa, 193
Barrett, Amy, 200
Barrett, Craig, 161
Barringer, Felicity, 193
Baumgartel, Howard, 267
Bechtel, 145
Becker, Ernest, 127, 128, 131, 285n9, 287n38
Beecher, Henry Ward, 227
Beers, M., 50
Bell Atlantic, 143
Bellow, Saul, 187
Benne, Ken, 259, 260, 261, 262
Bennis, Warren G., 6, 12, 56, 75, 133, 189, 197, 198; on difference between managers and leaders, 222; Douglas McGregor, Revisited, 69; on electronic networks, 67–68; An Invented Life, 182; on leadership as empowering others, 111, 141; Managing People Is Like Herding Cats, 212; mentors of/by, 67, 195–196, 257, 262, 266, 270; as model of leadership resilience, 193–198, 250; On Becoming a Leader, 227–228; Organizing Genius, 9–10, 105, 116, 179; personal account of career of, 254–280; The Planning of Change, 261; on self-knowledge necessary for leaders, 87, 103; Tom Peters on, 181, 182, 188; Ylvisaker's question to, 91–92, 198, 274–275
Berliner, P. F., 97
Bernstein, Leonard, as model of leadership resilience, 193–197
Berra, Yogi, 81
Bezos, Jeff, 5
Bhambri, Arvind, 267
Biederman, Patricia Ward, 56, 105, 111, 116, 179, 279
Bird by Bird (Lamott), 88
Bloomberg, Michael, 207
Boateng, Ozwald, 39
Borg, Anita, 186
BP, 162
Braudy, Leo, 192
Brill, Ron, 201
Brinkerhoff, Noel, 232
Buffett, Warren, 159
Bureaucracy: Bennis on, 272; knowledge workers separated from, 56–57; Weber's concept of, 42, 172
Burns, James MacGregor, 227, 228, 236
Burrows, Peter, 193
Business consolidation: as context for future leadership, 244–245; future negative potential from, 9; GE as example of, 5, 244. See also Large companies
Business education: future role of, 13, 253; and leaders of large vs. small organizations, 30–31, 33, 39–40; of leaders of small innovative companies, 33, 39–40. See also Training
Butterfield & Butterfield, 4
Byrne, John, 129
C
Cage, John, 271
Campbell, D. T., 97
Campbell, Joseph, 191
Capelli, Peter, 8
Career development, with emphasis on human capital, 21, 22
Carlton, Jim, 207
Carnegie Foundation, Pierson study sponsored by, 278
Carter, Jimmy, 190
The Cathedral Within (Shore), 228
CBS, 9
Center for Creative Leadership, 84
CEOs: adversity overcome by, 189–190, 192–193; churn rate for, 12–13; as co-CEOs, 143–144; mission statements unfamiliar to, 74
Chainsaw (Byrne), 129
Change: Bennis on, 271–272; demographic, 6–7; from world of ten years ago, 3–4; organizational, theory of, 9; organizational systems for bringing about, 164–166, 168–170; rate of, 126, 285n1; relationship between anxiety and, 132, 286n20
Chowdhury, Kamala, 267
Church, Tara, 84–85, 246, 250, 251, 252
Churchill, Winston, 102
Churn: of CEOs, 12–13; of workforce, 8
Cincinnatus, 107
Civic Ventures, 7
Clark, Jim, 34
Cleveland, Grover, 81
The Cluetrain Manifesto (Levine, Locke, Searls, and Weinberger), 76
Coca-Cola, 162
Cogman, Don, 145
Cohen, Allen, 267
Cohen, Arthur M., 261
Cohen, Morris, 260
Coherence, 167
Coleman, Calmetta, 207
Commitment, as source of trust, 73–75
Communication: contributing to trust, 75–76; enabling leadership, 165, 170; of global vision, 154; in networks vs. hierarchies, 68, 75–76; by resilient leaders, 202–204
Communities: knowledge workers’ need for, 48–49; of practice, 49, 71–73
Compensation, and retention of knowledge workers, 52
Competence, trust fostered by, 70–71
Competition: global, 15; leaders as liking, 184; sources of advantage in, 15–16
Conflict, between Generation Xers and baby boomers, 149–150
Conran, Terence, 31, 32, 34, 39
Context for leadership, 92–94, 241–245
Control: ego's fear of loss of, 109–110; in hierarchies vs. democracies, 112; myths of, and tolerance of poor leaders, 128, 130–131; women's acceptance of inability to, 113–114
Cooper, Cary L., 198
Corporate culture. See Organizational culture
Cortada, J., 44
Coulter, David, 144
Crainer, Stuart, 180
Creativity: efficiency as hindering, 30; in Florence, Italy, 118–122; from small vs. large companies, 29, 30, 36–38; leaders’ role in, 117–118, 123–124; systems model of, 116–118
Csikszentmihalyi, Mihaly, 116, 246
Culture. See Organizational culture
Cummings, Tom, 276
Customers: integrated into organizations of future, 64–65; loyalty of, 85
Cypress Semiconductor, 53
D
Danner, Raymond, 204
Davenport, Thomas H., 50, 243, 248
Davis, Stan, 112
Dayal, Ishwar, 267
De, Nitish, 267
Decca Records, 81
Deiss, Kathryn J., 140
Delacroix, Eugene, 236
Dell Computer, 4
Democracy: control in, 112; in era of human capital, 16–17; personal leadership required by, 133–134
Demographics: changes in, 6–7; differentiation promoted by, 60; diversity in, 243
Deogun, Nikhul, 193
Differentiation: factors promoting, 59–60; of GE, 61; management of, 65–66
Dionne, E.J.,Jr., 230
Disney Institute, 218
Disparity: in era of human capital, 24–25; in income, 6; in talent, 6, 252
Diversity: as context for leadership, 243; leaders’ capability of working with, 155; as strength for American business, 185
Douglas McGregor, Revisited (Bennis), 69
Dreher, Diane, 88
Drucker, Peter, 12, 87, 117; on management of knowledge workers, 43, 146; Tom Peters on, 181, 188
Duell, Charles, 81
DuPont, 16
E
Eaton, Robert, 245
eBay, 4
E-commerce: as context for future leadership, 243–244; customer loyalty as key to, 85; differentiation promoted by, 60; recent development of, 4
Education. See Business education; Training
Efficiency, of large companies, 30
Ego, self-examination of, 107–115
Eichmann, Adolf, 9
“Elephants.” See Large companies
Ellison, Larry, 206
Elsbach, Kimberly D., 203
Elstrom, Peter, 193
E-mail: effect of, on management, 67, 68; integration within GE promoted by, 63; teaching efficient management of, 53–54
EMC, 4
Employees: churn rate for, 8; future importance of, 18–19; generational divisions of, 146–149; impact of human capital emphasis on, 19–21, 24–25; increased options for, 21; method of production owned by, 19–20; organizational information on, 23, 52; respect for, 155–156; social contract between employers and, 7–9, 244; stock options of, 20; women as, 113–114. See also Knowledge workers
Engel, Debra, 75
Ethics, of future leadership, 157, 252–253
Eupsychian Management (Maslow), 277
Evan, Bill, 262
Experience: education offering opportunities for, 40; leaders triumphing over negative, 189–208
Extraordinary Minds (Gardener), 190
Eyler, John, 203
F
Failure: as characteristic of leaders, 246. See also Adversity
Fiorina, Carly, 5
First Tuesday meetings, 30
Fisher, George, 161
Fisher, Lawrence, 193
Fitzgerald, F. Scott, 192
“Fleas.” See Small companies
Florence, Italy, systems model of creativity in, 118–122
Follett, Mary Parker, 112
Fombrun, Charles, 203
Ford, Henry, 43
Ford Foundation, Gordon/Howell report sponsored by, 278
Ford Motor Company, 158, 162, 247
Forrester Research, 4
Frankl, Victor, 187
Freedman, Samuel G., 208
The Frenzy of Renown (Braudy), 192
Freud, Sigmund, 38, 128, 258–259, 285n9
Friedman, Sara Ann, 186
Future: predicting, 81; questions about issues in, 5–13
G
Galbraith, John Kenneth, 188
Galvin, Bob, 163
Garcia, Jerry, 275
Geertz, Clifford, 136
Geneen, Harold, 162
General Electric (GE): continued acquisitions by, 5, 244; differentiation of, 61; as example of systems model of creativity, 117–118; integration of, 61–65, 244; leadership development at, 72–73, 162; organizational culture of, 75; Six Sigma quality methodologies at, 65, 73; Workout program at, 63, 248
General Motors, 162
Generation Xers: on characteristics of future leaders, 153–157; collective anchors of, 229; conflict between baby boomers and, 149–150, 243; issues facing, 234–236; as leaders, 150–151, 250–252; leadership model of, 229–234; mentors for, 212, 224, 251–252; in multigenerational corporations, 151–153, 243; values of, 147–148; voting by, 230, 232–233. See also Youth leadership
Global warming, 234
Globalization: characteristics of leaders in era of, 153–157; competition increased with, 15; as context for future leadership, 242–243; differentiation promoted by, 60; interdependence with, 126, 285n3
Goal setting, as enabling leadership, 165, 169
Goizueta, Roberto, 162
Goldsmith, Joan, 141
Goleman, Dan, 12
Golembiewski, Robert T., 198
Gordon, Mike, 225
Gordon/Howell report, 278
Government, and emphasis on human capital, 21–22, 25
Graves, Robert, 270
Great Groups, 9–10, 56, 179, 258, 261
Greenberg-Walt, Cathy L., 243, 245
Greenleaf, Bob, 262
Greiner, Larry, 276
GTE Corporation, 143
H
Hance, James H., 144
Handy, Charles, 11, 31, 252; Bennis aided by, 276; on entrepreneurial spirit in era of business consolidation, 244–245; as mentor of Tom Peters, 181, 182, 188
Handy, Elizabeth, 31
Hart, Peter, 229
Hauser, Arnold, 119
Headington, Edward W., 250–251, 252
Heenan, Dave, 279
Heifetz, Ronald, 167, 227, 228
Heil, Gary, 69
Henahan, Donal, 196
Hewlett-Packard, 75
Heydenreich, L. H., 119
Heydrich, Reinhard, 9
Hierarchies: communications in, 68, 75–76; control in, 112; democracies vs., 16–17; trust in. 68–69
Hock, Dee, 32
Holmes, T. H., 198
Honda, 16
Hot Groups (Lipman-Blumen and Leavitt), 258
Human capital, as organizational asset, 215–216
Human capital era, 14–25, 244; factors contributing to, 14–15; individual impact of, 19–21, 24–25; information systems in, 23; organizational impact of, 16–19, 23–24; societal impact of, 21–22, 24–25. See also Knowledge workers
The Human Side of Enterprise (McGregor), 67, 277
Hunter, Bob, 151
Hurst, D. K, 93
Hurwitz, Johanna, 197
I
Ignatius of Loyola, 88
Improvisation, as element of sense-making, 97–98
In Search of Excellence (Peters), 179, 182
Income, inequality in, 6, 24–25
Inequity. See Disparity
Information: as component of creativity, 116–117; on knowledge workers, 23, 52
Innovation. See Creativity
Integration: as characteristic of future organizations, 248; of customers into organization, 64–65; difficulty of, 59–60, 61; of GE, 61–65
Intel, 4, 5, 16, 161, 162, 168
Intergraph Corporation, 145
Interpersonal Dynamics (Bennis and Schein et al., eds.), 265–266
An Invented Life (Bennis), 182
Isenberg, Dan, 98
ITT, 162
Ivester, Douglas, 249
J
Jackson, M., 113
Jager, Durk, 249
Jarvenpaa, S., 50
Jobs: decreasing emphasis on, 18; multiple, as pattern of future, 8, 22
Jobs, Steve, 207
Johnson, Howard, 266
Jones, Edward E., 203
Joyce, Amy, 151
K
Kahn, Bob, 262
Kanter, Rosabeth, 48
Kao Corporation, 51
Kaplan, Dan, 87
Kazantzakis, Nikos, 3
Keilty, Goldsmith and Company (KGC), 153
Kelleher, Herb, 249
Kellman, S. G., 102
Kenan Communications, 145
Kennedy, Robert F., 227, 237, 251, 252
Kern, Stephen, 11
Kids for a Clean Environment (Kids F.A.C.E.), 83
Kindleberger, Charles, 258
Klineberg, Otto, 260
Knickerbocker, Irving, 255
Knoke, William, 112
Knowledge workers: big vs. small ideas of, 45–47; building skills of, 53–54; bureaucracy separated from, 56–57; communities for, 48–49; creation of role of, 43–44; defined, 45–46; evaluating performance of, 54–55; increasing number of, 12, 14, 44–45; management of, 47–57; as managers, 47–48; organizational culture for, 55–56; recruiting, 51–52; redesigning and improving work processes of, 49–51; retaining, 52–53. See also Employees
Kobassa, Susan, 199
Kodak, 161
Komisaijevsky, Chris, 145
Koogle, Tim, 5
Korzybski, Alfred, 94
Kouzes, James M., 217, 218, 219, 246, 249
Krauss, Kurt, 145
L
Lamott, Anne, 88
Land, Edwin, 162
Langone, Ken, 202
Lao Tzu, 99
Large companies: created by megamergers, 9, 244–245; innovation by, 30, 36–38; small companies compared to, 29–30; small companies developing into, 33–35. See also Business consolidation
Laurents, Arthur, 197
Lave, Jean, 71
Lawler, Edward E. III, 15, 16, 18, 244, 248, 276
Leaders: characteristics of future, 5, 153–157, 245–247; creative role of, 117–118, 123–124; difference between managers and, 222–223; Generation Xers as, 150–151, 250–252; lack of interest in becoming/being, 11–12; personal account of qualities of, 178–188; sensemaking as future role of, 91–102; of small innovative companies, 31–33, 38–40; tolerance of poor, 127–131, 134–136; triumphing over adversity, 189–208
Leadership: as action, 85–87, 246; confronting anxiety as, 131–134; Generation Xers’ model of, 229–234; as individual trait, 158–159; institutionalized in organizations, 24, 160–164, 168–174; learning as essential for, 90; of multigenerational corporations, 151–153; organizational systems enabling, 165, 168–170; as possibility for everyone, 82–83, 136–138; practicing vs. writing about, 273–275; relationship as, 84–85; servant, 233–234, 237; shared, 139–146; youth, 211–225
Leadership (Burns), 228
The Leadership Challenge (Kouzes and Posner), 217
Leadership development: at GE, 72–73, 162; increasing self-knowledge as, 87–89, 107–115; lifelong approach to, 253; organizational development vs., 162–163; for young leaders, 215–217
Leadership quotients (LQs), 162, 171–172
Leadership Without Easy Answers (Heifetz), 228
Learned, Ed, 266
Learning: as element of sensemaking, 102; as essential for leadership, 90; lifelong, 22; and retention of knowledge workers, 52
Leary, Timothy, 260
Lee, Charles R., 143
Leighton, Dave, 266
Leonard, D., 46
Leonhardt, David, 192
Levine, Rick, 76
Levinson, Harry, 262
Lewis, Diane E., 151
Lewis, Michael, 34
The Lexus and the Olive Tree (Friedman), 3
Life expectancy, 7
Light, Paul C., 233
Lightness, as element of sensemaking, 98–100
Locke, Christopher, 76
Lockheed, Skunk Works, 56
Lyman, Stanford, 203
Lynton, Rolf, 268
M
McCall, Morgan, 12
McClelland, Dave, 266
McColl, Hugh L., Jr., 144
McDaniel, R. R.,Jr., 92
McGowan, Bill, 181
McGregor, Douglas, 74, 277; at Antioch, 255, 256; death of, 268; as mentor for Bennis, 67, 195, 257, 262, 270; power model of, 271
McGrory, Mary, 232
Machlup, Fritz, 44
McKechnie, Pamela, 203
McNamara, Robert, 188
Maddi, 199
Malone, Molly, 260
Malone, Thomas, 147
Management: of differentiation, 65–66; of knowledge workers, 47–57; of non-knowledge workers, 57–58; traditional model of, 42–43
Management of the Absurd (Farson), 88
Managers: difference between leaders and, 222–223; knowledge work, recruitment and retention of, 57
Managing People Is Like Herding Cats (Bennis), 212
Margulis, L., 103
Marquis, Don, 262
Maslow, Abe, 277
Matheny, Kenneth B., 199
Mawson, Andrew, 31
Meaning: in immortality projects, 137–138; search for, and vulnerability to bad leaders, 134–136; in work, 11
Mehta, Sonny, 182
Mentors: for Generation Xers, 212, 224, 251–252; in multigenerational corporations, 152; of/by Leonard Bernstein, 195; of/by Warren Bennis, 67, 195–196, 257, 262, 266, 270; of Tom Peters, 181, 182, 188
Menzenrider, Robert F., 198
Mergers. See Business consolidation
Metcalf, H. C., 112
Meyer, Christopher, 112
Meyerson, Martin, 197
Microsoft, 3
Mintzberg, Henry, 188
Mission statements, 74
Mittelstander firms, 35
Mobility, and emphasis on human capital, 21–22
Monsanto, 144
Moore, Gordon, 161
Muller, W., 99
Murphy, Gardner, 260
N
Naisbit, Ronald, 37
Naisbitt, J., 113
National Youth Environmental Summit, 220–222
NationsBank, 144
Nesbitt, Robert E., 203
Nestlé, 162
Networks: communications in, 68, 76;
trust in, 69
The New Alchemists (Handy and Handy), 31
The New New Thing (Lewis), 34
The New Public Service (Light), 233
Nietzsche, Friedrich, 208
Non–knowledge workers, management of, 57–58
Nonaka, Ikujiro, 53
O
Ocean exploration, 235
Olsen, Ken, 81
On Becoming a Leader (Bennis), 227–228
Open-mindedness, 155
Oppenheimer, J. Robert, 9
Oracle, 171
O'Reilly, Charles, 167
The Organization Man (Whyte), 68
Organizational capabilities: competitive advantage from, 15, 16; leadership as, 24
Organizational culture: companies with strong, 75; generational values and, 147–149; for knowledge workers, 55–56; teamwork as, 156
Organizations: democratic vs. hierarchical, 16–17; employee role in governance of, 20; of future, 5–6, 247–249; impact of human capital emphasis on, 16–19, 23–24; leadership institutionalized in, 160–164, 168–174; social contract between employees and, 7–9, 244; systems for bringing about change in, 164–166, 168–170. See also large companies; Small companies
Organizing Genius (Bennis and Biederman), 9–10, 105, 116, 179
Oshry, Barry, 261
O'Toole, James, 12, 189, 246; and Bennis at USC, 198, 276, 279; on leadership as organizational capability, 24, 247, 248
Owens-Corning, 70
P
Palmeri, Christopher, 204
Panetta, Leon, 231
Parcels, Bill, 187
Pareek, Udai, 268
Partnerships, shared leadership in, 145–146
Pascoe, Eva, 37
Passion: as characteristic of leaders, 123, 186, 188, 249, 275–276; contributing to organizational success, 188; of leaders of small innovative companies, 31–32, 39
Pasteur, Louis, 208
Payne, R., 198
PB-Amoco-Arco, 5
Pentagon, 75
Performance evaluation: at GE, 73; of knowledge workers, 54–55
Personal and Organizational Change Through Group Methods (Bennis and Schein), 265
Personality: as focus of leadership, 158–159; self-examination of, 107–115
Peters, Thomas J., 211, 217; on passion, 186, 188, 249; on qualities of leaders, 178–188, 246, 247, 250
Pfeffer, Jeffrey, 53
Philby, Kim, 74
Phillips, Graham, 145
Pierson study, 278
Planning, as enabling leadership, 165, 169
The Planning of Change (Bennis, Benne, and Chin), 261
Polaroid, 162
Pollack, Andrew, 207
Posner, Barry Z., 217, 218, 246, 249
Postrel, Virginia, 112
Power, 271
Prahalad, C. K., 16
Price, Sol, 202
Public Allies, 84
Puffer, Sheila, 203
Pulley, Brett, 204
Putnam, Robert D., 215
Q
QualComm, 4
Quinn, James Brian, 44
R
Rahe, R. N., 198
Recruitment: as enabling leadership, 165, 170; of knowledge work managers, 57; of knowledge workers, 51–52; small companies favored in, 35
Relationships: based on trust, 248–249; leadership as, 84–85; resilient leaders’ use of, 200–202
Report to Greco (Kazantzakis), 3
Research, supporting shared leadership, 146
Resilience, when faced with adversity, 189–208, 249–250
Retention: of knowledge work managers, 57; of knowledge workers, 52–53
Revolution of the Heart (Shore), 228
Richards, Ann, 186
Richman, Barry, 267
The Rise and Fall of Strategic Planning (Mintzberg), 188
Risk management, as enabling leadership, 165, 169–170
Roach, John, 204
Robertson, Alastair G., 243, 245
Rodgers, T.J.
Roethlisberger, Fritz J., 100–101
Romeo, Peter, 204
Rorem, Ned, 197
Rose, Pete, 184
Rutenberg, James, 205
Ryle, G., 98
S
Sagan, D., 103
Sahtouris, E., 104
Samuelson, Paul, 258
Santa Clara University, 88
Schein, Edgar, 132, 262, 265–266
Schiesel, Seth, 190
Schön, D. A., 98
Schremp, Jurgen, 245
Schuler, Randall, 199
Schumpeter, J., 187
Schwartz, Bob, 183
Scott, Marcus B., 203
Sculley, John, 8
Search Institute, 217
Searls, Doc, 76
Seidenberg, Ivan G., 143
Self-knowledge, as leadership development, 87–89, 107–115
Semrad, Elvin, 261
Sensemaking, 91–102; characteristics of leadership as, 96–102; in environment of uncertainty, 92–94; example of successful leadership as, 95–96; seven conditions for, 102
Servant leadership, 233–234, 237
Shanley, M., 203
Shapiro, Robert B., 144
Shared leadership, 139–146; defined, 140; examples of forms of, 141–146; factors promoting, 140–141; research supporting, 146
Shaw, George Bernard, 186
Sherman, Strat, 184
Simmel, Georg, 262
Skills: knowledge, 53–54; social, 84–85
Slater, Phil, 103, 111, 260, 261, 263
Sloan, Alfred, 162
Small companies: developing into large companies, 33–35; large companies compared to, 29–30; large companies’ fostering, 36–38; leadership of, 31–33, 38–40; organizational structure of, 32–33; types of, 29
Smith, Fred, 81
Social capital, 215
Social contract, between employers and employees, 7–9, 244
Society, impact of human capital emphasis on, 21–22, 24–25
Soelberg, Per, 262
Soete, George, 140
Sonnenfeld, Jeffrey, 192, 249–250
Sophocles, 254
Southwest Airlines, 16, 18, 188
Srivastva, Suresh, 267
Stafford, John R., 144
Staw, Barry M., 230
Steele, Fritz, 265
Stephens, Deborah C., 69
Stevenson, Jerry G., 198
Stewart, Bobby, 222
Stewart, Thomas A., 248
Stock options, 20
Stress, resilient leaders handling, 198–200
Success: skills necessary for, 84; trust promoted by, 76–77
Sullivan, Harry Stack, 260
SuperStock, 145
Sutton, Robert, 203
Systems model of creativity, 116–118
T
Talent: differences in, 6, 252; GE's evaluation of, 73
The Tao of Personal Leadership (Dreher), 88
Taylor, Frederick, 49, 53, 188
Taylor, Jodi, 84
Teamwork, 156
Technology: as context for future leadership, 243–244; future leaders’ understanding and use of, 154–155
Tennyson, Alfred, 227
Thau, Richard, 233
Third Millennium (TM), 232–233
Thomas, John, 267
Thomkins, Richard, 205
Thornburgh, Ron, 233
Time-Warner, 5
To Seek a Newer World (Kennedy), 227
Tocqueville, Alexis de, 5, 230
Tolchin, Susan J., 215
Training: and emphasis on human capital, 22; in knowledge skills, 53–54. See also Business education
Transference, 285n9
Travelers financial services group, 143
Tree Musketeers, 211–215, 219, 223, 225
Trowbridge, Lowell, 260
Trump, Donald, 205
Trust, 67–77; commitment as source of, 73–75; communication's contribution to, 75–76; communities necessary for, 71–73; competence as fostering, 70–71; in future organizations, 248–249; in hierarchies, 68–69; in networks, 69; success as promoting, 76–77; in top companies, 85; in youth leadership, 212, 220–224
Tufts University College of Citizenship and Public Service, 236
Tulgan, Bruce, 151
Turnover. See Churn
Tushman, Michael, 167
U
Uncertainty: as context for future leadership, 92–94, 245; leaders as liking, 181; opportunity offered by, 94–96, 126–127. See also Sense-making
Unilever, shared leadership at, 141–143
United Airlines, 6
United Parcel Service (UPS), 58
Unterman, Tom, 193
Urwick, L., 112
V
Values: of baby boomers, 148–149; of Generation Xers, 147–148
Van Maanen, John, 266
Venture capital banks, 37
Vision, needed for leadership, 114–115, 154
Voting, by Generation Xers, 230, 232–233
W
Wagner, Lauren, 153
Washington, George, 10
Weber, Max, 42, 127, 171–172, 227, 285n4
Weick, Karl E., 254; as mentor of Tom Peters, 181, 182, 188; on qualities needed by future leaders, 246, 247; on sensemaking, 92, 245
Weinberger, David, 76
Welch, personality of, 36, 184
Welch, Jack, 5, 36, 249; on boundaries, 61, 62, 64, 65; role of, at GE, 73, 116; and systems model of creativity, 117–118
Whyte, William H., 68
Wilde, Oscar, 102
Wildman, Scott, 228
Willes, Mark, 193
Wills, Garry, 228
Work processes, improvement of, of knowledge workers, 49–51
Workforce. See Employees; Knowledge workers
World Economic Forum, Davos conclave of, 159–160, 173
X
Y
Yeats, William Butler, 227
Youth leadership, 211–225; adult actions to empower, 215–218, 224; nonprofit organization administered by, 211–215, 219, 223, 225; support for, 212, 215–218; taken seriously, 212, 218–220; trusting, 212, 220–224. See also Generation Xers
Z
Zola, Emile, 188
Zweig, Stefan, 259