Page 7 - Harnessing the Strengths

vi ■ Foreword

whereby opposing values or goals are combined in such a
way that each actually strengthens the other.
The authors show that this leadership principle is not at
all new by providing examples from ancient cultures such
as those in Greece (Plato), China, and India. They have cho-
sen seven important dilemmas to illustrate seven dimensions
of cultural differences: leading-serving; rules-exceptions;
parts–the whole; control-passion; specifi c-diffuse; short
term–long term; push-pull.
The dilemmas clearly illustrate the kinds of issues that
businesspeople can encounter when operating in an inter-
national context. The focus of this book is on the man-
ner in which servant-leaders deal with dilemmas. This is
explained using the example of Peter Webber, manager of a
multinational enterprise.
This book is especially recommended for leaders who
make decisions using their minds but who also want to work
from the heart. They dare to ask themselves: “Who or what
do I serve with this decision?” It is also meant for people
who are active in a multicultural community; for people
who have international contact on a daily basis; and those
who are working globally, even for expats.
The authors’ end conclusion is both positive and hopeful
for the future; there are challenging cultural differences that
can be overcome with the principle of servant-leadership.
And, thankfully, people are not the same, but equal.

Herman Wijffels
World Bank, Washington
Director of the Board for the Greenleaf Foundation
September 2008