INTRODUCTION
After the chapters in the previous section, it is a relief to turn in this
part of the book to leaders who use their power very differently and
more or less get it right, get the best out of their people, and construct
great places to work. What makes a great place to work? I always
look for two elements — trust between executives and employees and
value - driven leadership. Great places to work show a strong commit-
ment from CEO and senior management, a genuine belief that people
are indispensable for the business, active communication throughout
the entire organization, perception of a unique culture and identity
( ‘ we are not like the others ’ ), an articulated vision and values that are
lived and experienced at all levels of the organization. In addition,
and most importantly, the CEO and the members of the executive
team are role models of integrity and honesty. But even if many
executives know how to defi ne a great place to work, they may fail
in their attempt to make one happen. So why do these organizational
characteristics — in theory quite obvious — seem to be so elusive in
practice? How do organizations become and remain best places to
work? What does a leader have to do to motivate people to create a
better organization?
Transformational leadership style is played out through two main
roles: charismatic and architectural. The charismatic role involves
envisioning, empowering, and energizing people; the architectural
role involves designing organizations that encourage the kind of con-
necting behavior that contributes to a common vision and group iden-
tity. Furthermore, because knowledge management is a major competitive
advantage, you need to be able to hang on to the people in whom
knowledge is embedded — which means you need to know how to keep
them on your side and working creatively for you. To do that, you need
EQ — emotional intelligence — and a culture of trust. Organizations in