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Highlighting Invisible Strengths

In: Making the Invisible Visible

Author

Listed:
  • Tojo Thatchenkery
  • Keimei Sugiyama

Abstract

In chapter 5, Making Invisible Leadership Work, we provided examples of Asian American leaders who successfully make invisible leadership work in high-level CEO positions. Each of these leaders exhibit a great deal of passion for the work they do, and by focusing on leading through “doing” rather than leading through “showing,” they are able to lead their organizations from an authentic and genuine perspective. Each has a good understanding not only of their customer population but also of their talent because of the effort they make to be deeply connected to the mission of their organization and accessible to all levels of employees. They are able to lead in this way because the lens through which they see their organization and their work is not through one of showmanship or as Nooyi called it “playing politics,” but in taking a long-term focus to build for the future of their organizations. In order to achieve this long-term focus, they emphasize collaboration and meritocracy in recognizing the overall team and not a “star” leadership structure. These are key elements of what we have defined as invisible leadership. Given that there are examples where invisible leadership has been successful, what are some career strategies for Asians and Asian Americans in following these examples?

Suggested Citation

  • Tojo Thatchenkery & Keimei Sugiyama, 2011. "Highlighting Invisible Strengths," Palgrave Macmillan Books, in: Making the Invisible Visible, chapter 0, pages 79-99, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-33934-7_6
    DOI: 10.1057/9780230339347_6
    as

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