Page 179 - Harnessing the Strengths

162 ■ Servant-Leadership in the Intercultural Practice

framework that he used (that of dilemma reconciliation)
and the approach (that of a servant-leader). Companies all
over the world are facing similar dilemmas, and people at
every level within organizations, from the work fl oor to the
management board, are putting the principles of servant-
leadership into practice. With these tools, we wish Peter well
as he continues to navigate the stormy seas of business in the
ever-increasing complexity of a global market, and we wish
you, the reader, success and productive resolutions as well.
In the next part we provide more tools to enable you to start
working on your own servant-leadership capabilities.

Notes

1 Robert Kaplan and David Norton, “The Balanced Scorecard:
Measures That Drive Performance,” Harvard Business Review
(Boston: Harvard Business Review Press, 1992).
2 Fons Trompenaars and Charles Hampden-Turner, 21 Leaders for
the 21st Century (Oxford: Capstone Publishing, 2001), 144–146.