Macro Leadership: The New Leadership Paradigm 
Macro Leadership: A new Leadership Must
Professor Pierre Casse, Moscow School of Management-Skolkovo
Professor Melita Rant, IEDC Bled School of Business
A word of caution!
This article is born not only from the meeting of two minds but also out of the frustration experienced by the two writers (academics) during and after the major crisis that started in 2009.Disappointed and shocked by the leadership of the top Decision Makers of the world as well as by their behaviours, both writers decided to reflect on the situation and examine what could be learned from the so called crisis. There is no question that the ideas presented hereunder are based on some synergistic thinking but also on some very strong emotions
The article is not about the truth (who has it? Who knows it?). It is about the need to transform the major issues that we are facing at the beginning at the 21st century into something positive
It tries to outline a new leadership requirement characterised by the ability of the Public and Private sectors leaders to have a good grasp of what’s happening in the world today, why it is happening and, more important, how it can serve our purpose as human beings
The ideas are sometimes extreme and provocative (some of them are loaded with emotions). They aim at triggering not only a better awareness of what we are facing but also the beginning of some leadership blueprints for the future
Not easy for sure and yet indispensable!
P.Casse and M. Rant
Bled
June, 2010
Macro Leadership?
“My main role is to create leaders not followers” (Tunç Cerrahoglu. BU Russia President of Sun
Inbev)
Leadership is about creating leaders (not followers). It is about pushing potential leaders forward. The “old” view is that people willingly follow the accepted leaders because of their ideas, energy and above all because of their attitude towards them. Well, today the partnership between people and their leaders is more based on RECIPROCITY than anything
Professor Pierre Casse, Moscow School of Management-Skolkovo
Professor Melita Rant, IEDC Bled School of Business
A word of caution!
This article is born not only from the meeting of two minds but also out of the frustration experienced by the two writers (academics) during and after the major crisis that started in 2009.Disappointed and shocked by the leadership of the top Decision Makers of the world as well as by their behaviours, both writers decided to reflect on the situation and examine what could be learned from the so called crisis. There is no question that the ideas presented hereunder are based on some synergistic thinking but also on some very strong emotions
The article is not about the truth (who has it? Who knows it?). It is about the need to transform the major issues that we are facing at the beginning at the 21st century into something positive
It tries to outline a new leadership requirement characterised by the ability of the Public and Private sectors leaders to have a good grasp of what’s happening in the world today, why it is happening and, more important, how it can serve our purpose as human beings
The ideas are sometimes extreme and provocative (some of them are loaded with emotions). They aim at triggering not only a better awareness of what we are facing but also the beginning of some leadership blueprints for the future
Not easy for sure and yet indispensable!
P.Casse and M. Rant
Bled
June, 2010
Macro Leadership?
“My main role is to create leaders not followers” (Tunç Cerrahoglu. BU Russia President of Sun
Inbev)
Leadership is about creating leaders (not followers). It is about pushing potential leaders forward. The “old” view is that people willingly follow the accepted leaders because of their ideas, energy and above all because of their attitude towards them. Well, today the partnership between people and their leaders is more based on RECIPROCITY than anything
References: 1. Friedman, M. (1979): Milton Friedman – Green. Video. YouTube. (.) 2. Gosling, J. and Mintzberg, H.: The Five Minds of a Manager, Harvard Business Review, November 2010, pp. 54-63. 3. March, J.: On Leadership, Oxford: Wiley-Blackwell, 2005. 4. Reich, R. B.: Government in Your Business, Harvard Business Review, July–August 2009, pp. 94-99. 5. Roger, M.: The Opposable Mind, Boston: Harvard Business Press, 2007. 6. Stiglitz, J. E.: Borlaug and the Bankers, Nov 2009, Syndicate project (http://www.projectsyndicate.org ) 7. www.valuequotes.net 11