Leadership Divided

Foreword (Mike Roberts).
 
Introduction: Estuary.
 
1 A Level Playing Field: The Death of Rank, The Dare of Exposure.
 
2 A Great Cup of Coffee: The Death of Veneer, The Dare of Depth.
 
3 A Voice at the Table: The Death of Deception, The Dare of Invitation.
 
4 An Imaginative Dream: The Death of Monotony, The Dare of Dreaming.
 
5 A Diamond in Formation: The Death of Arrogance, The Dare of Generosity.
 
6 A Grateful Champion: The Death of Patronizing, The Dare of Gratitude.
 
Epilogue: Bridging the Divide; Go First to the Estuary.
 
References and Resources.
 
Acknowledgments.
 
The Author.

Ron A. Carucci is a founding partner with Passages Consulting, LLC, where he works with CEOs and senior executives in pursuit of profound organizational change and executive leadership capability. He is Graduate Professor of Leadership at Mars Hill Graduate School in Seattle. He is also a faculty member at Fordham University, serving as associate professor of organizational behavior, and has served as an adjunct at the Center for Creative Leadership. His clients have included Edward Jones Investments, Bristol-Myers Squibb, Amgen, McDonald's, PepsiCo, Gates Corporation, Accenture, and many others. He is a frequent conference and keynote speaker, addressing a wide variety of audiences.

We all know that leaders are in short supply. And we're all wrong, argues Ron A. Carucci, a consultant and business academic. Carucci sees an abundance of emerging leaders everywhere in organizations. These people have a "deep desire to step up and lead," he writes, but "they have no desire whatsoever to lead as they have been led."According to Carucci, emerging leaders believe that incumbents are self-aggrandizing workaholics and poor role models who often abuse their power. They are perceived as manipulative, Machiavellian, and devoid of emotional intelligence. By contrast, incumbent leaders feel that the emerging generation is overemotional, undisciplined, and puts too much stock in creativity, teamwork, and consensus. Its members lack the true grit needed to lead the workforce through the upheavals of the twenty-first century.Carucci's stated and laudable intention is to inspire both sides to start a discussion about leadership. Unfortunately, he undermines his project by siding (sometimes naively) with the emerging generation--for instance, quoting with approval a regional manager who says he would want to be remembered "simply, as the man who put a smile on the face of all who he met." We are a long way here from Jack Welch and Lou Gerstner and even Bill Hewlett and Dave Packard. Not that these leaders had all the answers. But the alternative Carucci favors seems so, well, touchy-feely.Of course, generational differences have been around for a long time. Yet Carucci argues that there is an unusually wide chasm now between generations, which organizations can't ignore. When emerging leaders were asked whether they would refuse a promotion if their bosses' values were at odds with their own, for example, more than 80% said "absolutely." The consequences for management are hardly trivial.Can anything be done to bridge the gap? Perhaps the best suggestion comes in the foreword by former McDonald's president Mike Roberts. "I know that vulnerability and hurt--and

We all know that leaders are in short supply. And we're all wrong, argues Ron A. Carucci, a consultant and business academic. Carucci sees an abundance of emerging leaders everywhere in organizations. These people have a "deep desire to step up and lead," he writes, but "they have no desire whatsoever to lead as they have been led."
According to Carucci, emerging leaders believe that incumbents are self-aggrandizing workaholics and poor role models who often abuse their power. They are perceived as manipulative, Machiavellian, and devoid of emotional intelligence. By contrast, incumbent leaders feel that the emerging generation is overemotional, undisciplined, and puts too much stock in creativity, teamwork, and consensus. Its members lack the true grit needed to lead the workforce through the upheavals of the twenty-first century.
Carucci's stated and laudable intention is to inspire both sides to start a discussion about leadership. Unfortunately, he undermines his project by siding (sometimes naively) with the emerging generation--for instance, quoting with approval a regional manager who says he would want to be remembered "simply, as the man who put a smile on the face of all who he met." We are a long way here from Jack Welch and Lou Gerstner and even Bill Hewlett and Dave Packard. Not that these leaders had all the answers. But the alternative Carucci favors seems so, well, touchy-feely.
Of course, generational differences have been around for a long time. Yet Carucci argues that there is an unusually wide chasm now between generations, which organizations can't ignore. When emerging leaders were asked whether they would refuse a promotion if their bosses' values were at odds with their own, for example, more than 80% said "absolutely." The consequences for management are hardly trivial.
Can anything be done to bridge the gap? Perhaps the best suggestion comes in the foreword by former McDonald's president Mike Roberts. "I know that vulnerability and