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1、SPOTLIGHTONLEADERSHIPARTWORKAdamEkbergSpotlightArrangement#1,2009Ink-jetprintLeadershipIsaConversationHowtoimproveemployeeengagementandalignmentintodaysflatter,morenetworkedorganizationsbyBorisGroysbergandMichaelSlind76 HarvardBusinessReview June2012HBR.ORGBorisGroysbergisap
2、rofessorofbusinessadministrationatHarvardBusinessSchool.MichaelSlindisawriter,editor,andcommunicationconsultant.TheyarethecoauthorsofTalk,Inc.:HowTrustedLeadersUseConversationtoPowerTheirOrganizations(HarvardBusinessReviewPress,2012).hecommand-and-controlapproachtomanagemen
3、thasinrecentyearsbecomelessandlessviable.Global-ization,newtechnologies,andchangesinhowcompaniescre-atevalueandinteractwithcus-TTtomershavesharplyreducedtheTecacyofapurelydirective,top-downmodelofleadership.Whatwilltaketheplaceofthatmodel?Partoftheanswerliesinhowleadersman
4、agecommunicationwithintheirorganizationsthatis,howtheyhandletheowofinformationto,from,andamongtheiremployees.Traditionalcor-poratecommunicationmustgivewaytoaprocessthatismoredynamicandmoresophisticated.Mostimportant,thatprocessmustbeconversational.Wearrivedatthatconclusion
5、whileconduct-ingarecentresearchprojectthatfocusedonthestateoforganizationalcommunicationinthe21stcentury.OvermorethantwoyearsweinterviewedprofessionalcommunicatorsaswellastopleadersJune2012 HarvardBusinessReview 77SPOTLIGHTONLEADERSHIPatavarietyoforganizationslargeandsmall,
6、bluelarly,requiresleaderstominimizethedistanceschipandstart-up,for-protandnonprot,U.S.andinstitutional,attitudinal,andsometimesspatialinternational.Todatewehavespokenwithnearlythattypicallyseparatethemfromtheiremployees.150peopleatmorethan100companies.Bothim-Whereconversa
7、tionalintimacyprevails,thosewithplicitlyandexplicitly,participantsinourresearchdecision-makingauthorityseekandearnthetrustmentionedtheireffortstohaveaconversation(andhencethecarefulattention)ofthosewhoworkwiththeirpeopleortheirambitiontoadvancetheunderthatauthority.Theydoso
8、bycultivatingtheconversationwithintheircompanies.Buildinguponartoflisteningtopeopl