Gendai SatoWoraphan AtikomtriratTanavut Pongpayaklert

Presented by

Where will we find Tomorrow’s Leaders?

Where will we find Tomorrow’s Leaders?

• Published in Harvard Business Review's January 2008-issue.

• Based on several interviews with HBR senior editor Paul Hemp.

• Published in Harvard Business Review's January 2008-issue.

• Based on several interviews with HBR senior editor Paul Hemp.

Linda A. HillLinda A. Hill

• Professor at Harvard Business school

• Faculty chair of the business school’s High Potential Leadership program and of the Leadership Initiative.

“Becoming Manager: How New Master the Challenges of Leadership”

• Professor at Harvard Business school

• Faculty chair of the business school’s High Potential Leadership program and of the Leadership Initiative.

“Becoming Manager: How New Master the Challenges of Leadership”

Previous ConsensusPrevious Consensus• In what kind of organization places are

effective business leader formed?

and The Military

• In what kind of organization places are effective business leader formed?

and The Military+

• New Focus: Leaders in Unconventional Places South Africa - the anti-apartheid movement Dubai - Islamic finance company

Linda Hill’s PredictionLinda Hill’s Prediction

Two Notions: Two Notions: For Leadership in the next half centuryFor Leadership in the next half centuryTwo Notions: Two Notions: For Leadership in the next half centuryFor Leadership in the next half century

●● Leading from BehindLeading from Behind

● ● LeadershipLeadership as Collective Genius as Collective Genius

Metaphor Metaphor

“A leader…is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

“A leader…is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

Leading from Behind:

(Nelson Mandela, Long Walk to Freedom)

Leading from behindLeading from behind

1. Create context or culture:1. Create context or culture:- Willing to lead- Willing to lead- Able to lead- Able to lead

1. Create context or culture:1. Create context or culture:- Willing to lead- Willing to lead- Able to lead- Able to lead

2. Involves crucial responsibilities and judgment calls:2. Involves crucial responsibilities and judgment calls:- Selection of members- Selection of members- Value sharing with members- Value sharing with members- Talent development of members- Talent development of members- Boundaries setting for activities- Boundaries setting for activities- Managing tension among members- Managing tension among members

3. Able to Lead from the Front3. Able to Lead from the Front

Case : Leading from BehindCase : Leading from Behind• Iqbal Surve at Sekunjalo Investment• Iqbal Surve at Sekunjalo Investment

Division’s Leader Selection of the people, by the people, and for the people

“People before Profit”

Leadership as collective geniusLeadership as collective genius

• Unleash and Harnessing of the creative talents of a diverse group

• Process of group working

Ex. Pixar

• Unleash and Harnessing of the creative talents of a diverse group

• Process of group working

Ex. Pixar

InvisibleInvisible

• Many talented people in all part of the world haven’t been viewed as potential business leader.

1.Demographic Invisibles 2.Stylistic Invisibles

• Many talented people in all part of the world haven’t been viewed as potential business leader.

1.Demographic Invisibles 2.Stylistic Invisibles