Abstract
How do you become a leader? What road do you need to follow to get to leadership? If you do decide to make the trip, where do you start the journey? And what about organizations seeking leadership? What road should they follow to obtain the leadership that they need? What is the best way of making that journey? What are the potential pitfalls and traps along the way? For both people seeking to be leaders and for organization that want leadership, the ultimate goal is to negotiate a leadership deal that will meet their respective interests. In reality, however, the two sides must negotiate two deals, not just one. The first is a negotiation that secures the leadership position for a particular person; the second concerns the specific leadership role that the person selected will play in the organization. Both deals have to be struck if the organization is to obtain the effective leadership it seeks and the chosen leader is to be empowered to lead effectively.
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Notes
- 1.
Roger Fisher, William Ury, and Bruce Patton, Getting to YES: Negotiating Agreements without Giving In, 2nd ed. (New York: Penguin, 1991).
- 2.
David A. Lax and James K. Sebenius, 3D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals (Boston, MA: Harvard Business School Press, 2006), pp. 85–97.
- 3.
See Robert Caro, The Years of Lyndon Johnson: The Path to Power, (New York: Alfred A. Knopf, 1982).
- 4.
Robert O. Keohane and Joseph S. Nye, Power and Interdependence: World Politics in Transition 44 (1977).
- 5.
Robert O. Keohane, After Hegemony: Cooperation and Discord in the World of Political Economy 32–39 (1984).
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Dan Ciampa, “After the Handshake—Succession Doesn’t End When a New CEO is Hired,” Harvard Business Review 61, no. 63 (December 2016).
- 7.
David C. McClelland and David H. Burnham, “Power is the Great Motivator,” Harvard Business Review 54, no. 2 (2000): pp. 100–110. Somewhat similarly, McClelland and Burnham, in their study on power identified three motivational groups among managers: (1) those who care about doing something better have a need for achievement; (2) those who value friendly relations with other people have a need for affiliation, and (3) those who care most about having an impact on other people have a need for power.
- 8.
For an example of Ovitz’s role in helping to arrange major corporate transactions, see Jeswald W. Salacuse, The Global Negotiator: Making, Managing, and Mending Deals Around the World in the Twenty-First Century (2003): pp. 58–60.
- 9.
In Re the Walt Disney Company Derivative Litigation, 906 A 2d 27 (Del. Supreme Court, 2006).
- 10.
In Re the Walt Disney Company Derivative Litigation, 907 A 2d 693 (Del. Ch., 2005).
- 11.
Rakesh Khurana, Searching for the Corporate Savior. The Irrational Quest for Charismatic CEOs (Princeton, NJ: Princeton University Press, 2004).
- 12.
Morten Nielson and Keith Meyer, “Building Your CEO Search Committee,” The Corporate Board 22–27 (May–June 2013).
- 13.
“Inside One CEO’s Transition,” Harvard Business Review (December 2016): pp. 67–68.
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Salacuse, J.W. (2017). Negotiating Leadership Positions. In: Real Leaders Negotiate!. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-59115-9_2
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DOI: https://doi.org/10.1057/978-1-137-59115-9_2
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