Highlighting Invisible Strengths

Tojo Thatchenkery and Keimei Sugiyama

Chapter Chapter 6 in Making the Invisible Visible, 2011, pp 79-99 from Palgrave Macmillan

Abstract: Abstract In chapter 5, Making Invisible Leadership Work, we provided examples of Asian American leaders who successfully make invisible leadership work in high-level CEO positions. Each of these leaders exhibit a great deal of passion for the work they do, and by focusing on leading through “doing” rather than leading through “showing,” they are able to lead their organizations from an authentic and genuine perspective. Each has a good understanding not only of their customer population but also of their talent because of the effort they make to be deeply connected to the mission of their organization and accessible to all levels of employees. They are able to lead in this way because the lens through which they see their organization and their work is not through one of showmanship or as Nooyi called it “playing politics,” but in taking a long-term focus to build for the future of their organizations. In order to achieve this long-term focus, they emphasize collaboration and meritocracy in recognizing the overall team and not a “star” leadership structure. These are key elements of what we have defined as invisible leadership. Given that there are examples where invisible leadership has been successful, what are some career strategies for Asians and Asian Americans in following these examples?

Keywords: Social Capital; Human Capital; Blind Spot; Impression Management; Appreciative Inquiry (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-33934-7_6

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DOI: 10.1057/9780230339347_6

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