Typically, diversity is not destructive at all. Even when it seems most unproductive, it might be working its greatest creative magic. But when it is a conscious construction, it can at the very least be problematic – in its very deliberateness introducing tensions into the dynamics of the workplace that have nothing to do with [...]
We’ve noted over the past two days that a historic feature of international law holds that regimes that are tolerated by their people must be viewed as fundamentally legitimate. A problem with this is that it is often impractical for those people to do other than try to tolerate the otherwise intolerable, lending an implausible legitimacy to some pretty unpleasant regimes. As a result, leaders and followers alike can find themselves desperately collaborating in some disturbingly Orwellian devices to help them accommodate to the facts on the ground. This happens in the world of work, as well . . .
We noted yesterday that international law has traditionally held that if a government is tolerated by its people – that is, if they do not rise up and remove it, however bad it maybe – then it must be viewed as fundamentally legitimate. Our interest with this idea on these pages is with how it relates to leadership. . .
We tend to throw words around a bit carelessly when we talk about leadership. One example of that is the common habit of equating leaders with heroes. . .
One of the more entertaining scientific exercises to observe is the never-ending struggle to identify the capacity or characteristic that separates humans from animals. And one of the more amusing things about it is how involved we are with each new pronouncement on the subject. . .
It may be useful, after our discussions earlier this week about the potentially destructive dynamics between certain types of leaders and their followers, to consider one more aspect of the problem. It has to do with the “ability” of leaders to attract legions of inspired, impassioned, dedicated followers. This sounds like a wondrous thing, especially if you aspire to be such a leader, yourself. . .
Have you ever negotiated with someone – a potential customer or partner, a boss or colleague – who just can’t bear to say “no?” Desperate to avert an unpleasant confrontation, not wanting to hurt your feelings, and struggling to evade personal responsibility for either of these, this person instead expresses admiration for your plans and support for your proposals. So off you go, busily filling in details, mobilizing resources, and preparing for implementation. But when you return to your negotiating partner . . .
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