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<p>Foreword vii<br /> <i>Mike Roberts</i></p> <p>Introduction: Estuary 1</p> <p>1 A Level Playing Field: The Death of Rank, The Dare of Exposure 25</p> <p>2 A Great Cup of Coffee: The Death of Veneer, The Dare of Depth 53</p> <p>3 A Voice at the Table: The Death of Deception, The Dare of Invitation 79</p> <p>4 An Imaginative Dream: The Death of Monotony, The Dare of Dreaming 107</p> <p>5 A Diamond in Formation: The Death of Arrogance, The Dare of Generosity 135</p> <p>6 A Grateful Champion: The Death of Patronizing, The Dare of Gratitude 167</p> <p>Epilogue: Bridging the Divide; Go First to the Estuary 197</p> <p>References and Resources 203</p> <p>Acknowledgments 205</p> <p>The Author 209</p>

We all know that leaders are in short supply. And we’re all wrong, argues Ron A. Carucci, a consultant and business academic. Carucci sees an abundance of emerging leaders everywhere in organizations. These people have a “deep desire to step up and lead,” he writes, but “they have <i>no</i> desire whatsoever to lead as they have been led.”<br /> According to Carucci, emerging leaders believe that incumbents are self-aggrandizing workaholics and poor role models who often abuse their power. They are perceived as manipulative, Machiavellian, and devoid of emotional intelligence. By contrast, incumbent leaders feel that the emerging generation is overemotional, undisciplined, and puts too much stock in creativity, teamwork, and consensus. Its members lack the true grit needed to lead the workforce through the upheavals of the twenty-first century.<br /> Carucci’s stated and laudable intention is to inspire both sides to start a discussion about leadership. Unfortunately, he undermines his project by siding (sometimes naively) with the emerging generation—for instance, quoting with approval a regional manager who says he would want to be remembered “simply, as the man who put a smile on the face of all who he met.” We are a long way here from Jack Welch and Lou Gerstner and even Bill Hewlett and Dave Packard. Not that these leaders had all the answers. But the alternative Carucci favors seems so, well, touchy-feely.<br /> Of course, generational differences have been around for a long time. Yet Carucci argues that there is an unusually wide chasm now between generations, which organizations can’t ignore. When emerging leaders were asked whether they would refuse a promotion if their bosses’ values were at odds with their own, for example, more than 80% said “absolutely.” The consequences for management are hardly trivial.<br /> Can anything be done to bridge the gap? Perhaps the best suggestion comes in the foreword by former McDonald’s president Mike Roberts. “I know that vulnerability and hurt—and ultimately, loss—contribute to leadership in ways I can’t articulate,” he writes, after discussing his daughter’s cerebral palsy. Incumbent leaders have something important to learn from Roberts’s emotional candor, even though it goes against all their instincts: Opening up could make them better leaders and more appealing to their followers.<br /> Many emerging leaders are still too young to understand how hurt can help them temper unfettered openness with emotional restraint. As they learn to do this better, they may become more balanced leaders and more accessible to the incumbents to whom they must relate. If they meet this challenge, emerging leaders may avoid repeating tomorrow the mistakes of the previous generation that they so roundly condemn today.<br /> —Diane Coutu (<i>Harvard Business Review</i>, November 2006)

<p><b>The Author</b> <p><b>RON A. CARUCCI</b> is a founding partner with Passages Consulting, LLC, where he works with CEOs and senior executives in pursuit of profound organizational change and executive leadership capability. He is Graduate Professor of Leadership at Mars Hill Graduate School in Seattle. He is also a faculty member at Fordham University, serving as associate professor of organizational behavior, and has served as an adjunct at the Center for Creative Leadership. His clients have included Edward Jones Investments, Bristol-Myers Squibb, Amgen, McDonald's, PepsiCo, Gates Corporation, Accenture, and many others. He is a frequent conference and keynote speaker, addressing a wide variety of audiences.

<p><b>LEADERSHIP DIVIDED</b> <p>Many organizations are floundering in their attempts to identify their next generation of leaders, and are claiming that this seeming shortfall has created a "crisis of leadership."But is there really a crisis? Can today's leaders ensure that their organizations will continue to produce powerful leaders for tomorrow? <p>The answer is yes! And <i>Leadership Divided</i> will show you how. <p>A sea change has taken place throughout the culture of leadership; emerging leaders are "opting out" of the same positions their predecessors coveted in years past. But many senior managers trained in traditional leadership still hang on to outdated individualistic approaches, despite how much they've heard about "empowerment" and "inclusion." <i>Leadership Divided</i> shows how senior leaders can connect to the emerging leaders that are yet to be discovered within their organizations. <p>Written by Ron Carucci—a leading business consultant who has had the ear of many of America's leading CEOs and leadership teams—<i>Leadership Divided</i> tells the fictional suspense story of Brookreme Corporation, whose leaders are struggling to chart a course to the future. The story is a lesson in the kinds of relationships that can form between today's and tomorrow's leaders—relationships that can transform organizations. Using real cases and the voices of CEOs and senior executives, <i>Leadership Divided</i> provides compelling real-life examples of how such relationships enable organizations to outperform others. <p>With both compelling storytelling and hard-hitting research, <i>Leadership Divided</i> serves as a wake-up call for leaders across industries. The author shows how today's emerging leaders have disengaged from the organizations and potential mentors who might support them; he reveals how new kinds of strong relationships are the key to the future. <i>Leadership Divided</i> goes a long way to reconnecting generations and offers instructions for both incumbent and emerging leaders on how to build alliances that will lead to success.

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