cameron and green making-sense-of-change-management

The underpinning theoryleaders will need to reach out and collaborate even with old adversaries.Mikhail Gorbachev is a good example of this in the political arena. NelsonMandela is another.Again, this approach is different from the suggestion that leaders needto develop and communicate clear vision in an inspiring way. JeanLipman-Blumen encourages leaders to help others to make good connections,and to develop a sense of common purpose across boundaries, thusbuilding commitment across a wide domain.SIX IMPORTANT STRENGTHS FORCONNECTIVE LEADERS• Ethical political savvy. A combination of political know-how withstrong ethics. Adroit and transparent use of others and themselves toachieve goals.• Authenticity and accountability. Authenticity is achieved by dedicatingyourself to the purpose of the group. Accountability is achievedby being willing to have every choice scrutinized.• A politics of commonalities. Searching for commonalities andcommon ground, and building communities.• Thinking long-term, acting short-term. Coaching and encouragingsuccessors, and building for a long-term future despite the currentdemands of the day to day.• Leadership through expectation. Scrupulously avoiding micromanaging.Setting high expectations and trusting people.• A quest for meaning. Calling supporters to change the world for thebetter.Source: Lipman-Blumen (2002)Leadership for the 21st century: less vision, more connection?The world is changing. Organizations are more dispersed and less hierarchical.More information is more freely available. People want morefrom their jobs than they used to. Does this then change the role of theleader of change?150