I recently had the bizarre experience of flying into Switzerland, staying in France and working in Germany all in one trip. Such are the eccentricities of international business I covered the three countries three times each in a 48 hour period. I was there as part of a team delivering a programme of leadership behaviours for a group of internal consultants from a multinational firm. What we learnt from this group was to challenge the view of the traditional hierarchical nature of leadership.
How do you successfully adopt leadership behaviours when you have no direct reports and no mandated leadership authority? This is the challenge for a group of internal change consultants I worked with recently.