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Leadership in today's corporations is exercised not merely, or even primarily, by those at the very top of the organizational charts, but also by the many employees who find themselves in the middle of the corporation. These managers, directors, and vice presidents practice inner leadership in both senses of the term. They lead from within the organization, rather than from the top. They lead from within themselves, seeking to guide others by the light of their own core values and goals, which may be distinct from, if complementary to, the organization's goals. How they do so, and how they can be more effective inner leaders, is the focus of this book for current and aspiring leaders as well as their academic colleagues.
Fairholm explains that there are four key characteristics that distinguish inner leaders from CEOs. First, inner leaders inhabit a unique corporate culture in which they relate not only to subordinates, but to peers and supervisors as well. Second, inner leaders' authority is often more a function of their personalities and personal charisma than it is of their official positions. Third, inner leaders have the ability to create a subculture within the corporation that facilitates attainment of
their personal and professional goals and is consistent with
their personal values. Fourth, inner leaders use different technologies (techniques, methods, and approaches) in the pursuit of their objectives. Current and aspiring leaders as well as their academic colleagues will benefit from this work.
List of contents
Foreword
Preface
Introduction: The Place of Inner Leaders in Corporate LeadershipIntroduction to Inner Leadership
What is LeadershipThe Unique Nature of Inner Leadership
The Pivotal Role of Inner Leaders in Corporate Operations
The Spiritual Dimension of Whole-Souled Inner Leadership
Applying Whole-Souled Inner Leadership
Inner Leadership and Spiritual Wholeness
Values, Not SystemThe Impact of Values on Culture and on Inner Leadership
Culture Change
Inspiration, Not MotivationInspiring Followers
Trust, Not AuthorityDefining Trust in Organizations
Developing Trust
Barriers to Shaping Trust Cultures
Personal, Not Positional PowerInner Leaders Use Office Politics to Secure Personal and Corporate Goals
Sources of Power Inner Leaders May Draw On
Managing the Boss: Power Interventions That Work
Capitalizing on the Whole Person, Not Just Needed SkillsCommunity Building
Setting a Higher Moral Standard
Stewardship
Bibliography
Index
About the author
GILBERT W. FAIRHOLM is Emeritus Professor in the Graduate Program at Virginia Commonwealth University in Richmond. He is the author of
Perspectives on Leadership: From the Science of Management to Its Spiritual Heart (Quorum Books, 1998).
