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several at the top. Power is therefore found at every level in today’s
281
organizations.
282
The reality of this distribution of power and leadership throughout the

effective organization of today and tomorrow forces a change of thinking
about just who is a leader. Top-down leaders that withhold power from
those below them in the organization deprive them of the ability to use the
expertise, experience, and information they have obtained. This is
particularly destructive in responding directly and quickly to customer

concerns and requests. 283 Furthermore, top-down leadership (hierarchical
authority) tends to result in compliance, not in stronger commitment. The
more strongly hierarchical power is wielded, the more compliance results,
according to Peter Senge. 284 If the strategy of the organization is to be more
excellent and more effective, people at all levels and doing all kinds of
work need to be participants in the evolution of that strategy. Leadership
becomes a “shared process” in that scenario. The focus of the organization

needs to be on growing its leaders at all levels.

The very highest leader is barely known by men. Then comes the leader they
know and love. Then the leader they fear. Then the leader they despise.
When actions are performed without unnecessary speech the people say,
“We did it ourselves.” Lao Tsu

Jim Collins, in his book Good to Great, makes the case that most larger
organizations are comprised of five levels of leaders:
285

1. Level 1 -- Highly Capable Individual: Makes productive
contributions through talent, knowledge, skills, and good work
habits.
2. Level 2 -- Contributing Team Member: Contributes individual
capabilities to the group objective, and works well in a group setting.

281 Wilfred H. Drath “Approaching the Future of Leadership Development.” Cynthia D. McCauley, et.al.
editors. The Center for Creative Leadership: Handbook of Leadership Development. San Francisco:
Jossey-Bass Publishers, 1998, p. 412.
282 Sally Helgesen, “Leading from the Grass Roots,” The Leader of the Future. San Francisco CA:
Jossey-Bass Publishers, 1996, p. 21.
283 Sally Helgesen, “Leading from the Grass Roots,” The Leader of the Future. San Francisco CA: Jossey-
Bass Publishers, 1996, p. 22.
284 Peter M. Senge, “Leading Learning Organizations,” The Leader of the Future. San Francisco CA:
Jossey-Bass Publishers, 1996, p. 43.
285 Jim Collins, Good to Great, New York: Harperbusiness, 2001.

David Kolzow 269