314 REFLECTIONS ON CHARACTER AND LEADERSHIP
corner stores and local manufacturers reap rewards from their attention
to key values). Whether such an investment is made — and made suc-
cessfully — ver y much depend s on the leader sh ip capabi l it ies of the per son
or people at the helm. The top executive team need to have the foresight
to recognize their own needs for community, pleasure, and meaning,
and to externalize and position those needs on a public stage. In addition
to that strong foundation of excellent leadership, global leadership also
requires openness to diverse cultural experiences — including gender
diversity.
Earlier I suggested that the most effective leaders take on two roles,
and handle each one well: a charismatic role (envisioning a compelling
future, empowering followers, and energizing the staff ) and an architec-
tural role (designing the organization, setting up structures, and formu-
lating control and reward systems). I have also emphasized that these
two roles need to be aligned. For example, it is not good enough to
preach the value of teamwork but then reward employees individually.
From an architectural point of view, effective leaders know that a sense
of community will be enhanced when they design their organizations
as a set of interconnected small units.
Thus to be a truly effective leader in the global economy means
paying attention to the meta - values that drive the employees. It also
means alignment between the charismatic and architectural dimensions
of leadership. In addition, it requires a cosmopolitan mindset. These
leaders must rise above the particularities of many regions and national
cultures, while at the same time meeting the expectations of followers
in those different cultures. As I discussed in Chapter 13 , an outlook of
cultural relativity, excellent relational skills, curiosity, and emotional
intelligence distinguish successful global leaders. Such leaders also have
a strong sense of adventure and are prepared to leave their comfort
zone and take risks when needed. Finally, many of them possess a well -
developed sense of humor.Concluding comments
In this book, we have looked at some of the stock fi gures in the cast of
organizational theatrics — the maverick entrepreneurs who can ’ t fi nd a
place where they feel comfortable until they make their own; the dead
fi sh, fakes, and neurotic impostors who are conditioned to suspect their
own abilities and successes; and the heroes and villains we all seem to
need. Among the great and the good are Alexander of Macedon and the
transformational leaders of multinational corporations; the bad and the