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by Ronald A. Heifetz and Marty Linsky

In Leadership on the Line, Ronald Heifetz and Marty Linsky and assumptions. The job for leaders is to work with
start with the premise that leadership is hard and lonely differing ideas, opinions, emotions, and attitudes in
work. Each of us has opportunities to lead every day, but a way that harnesses the energy of conflict but mini-
many avoid the challenge. And with good reason, say the mizes its destructive potential.
authors: “To lead is to live dangerously because when • Keep your hungers in check. Everyone has hungers,
leadership counts, when you lead people through difficult expressions of our normal human needs, but leaders
change, you challenge what people hold dear—their daily are careful not to let their hungers disrupt their capacity
habits, tools, loyalties, and ways of thinking—with noth- for acting with wisdom and purpose. For example, a
ing more to offer perhaps than a possibility.” Heifetz and lust for power becomes an end in itself, distracting
Linsky, who teach at Harvard University’s Kennedy School a eader’s attention from organizational needs and
of Government, wrote Leadership on the Line as a guide for goals. Inappropriate personal behavior damages trust,
“surviving and thriving amidst the dangers of leadership.” creates confusion, and destroys relationships. An
inflated sense of self-importance limits the capacity for
STRATEGIES FOR THRIVING AS A LEADER self-understanding and meaningful, caring relationships
with others. Good leaders understand where their
Here are a few of the strategies Heifetz and Linsky offer for
vulnerabilities are and work to keep them from taking
how leaders can accomplish change and avoid being put
charge of their lives.
down or pushed aside.
• Think politically. A key step is acknowledging the
EMOTIONAL AND PRACTICAL SUPPORT
political nature of leadership. Leaders cannot get any-
Leadership on the Line can help people from all walks
thing done unless they create and nurture networks
of life accept the challenge of leadership and “survive
of people they can call on and work with to accom-
to delight in the fruits of your labor.” Taking the oppor-
plish goals. At the start of any change campaign, good
tunity to lead—to make a difference in the lives of
leaders line up their supporters, start working closely
people around you—is not always easy, but it is worth
with their opponents, and develop tactics for influenc-
the costs. With the tips, strategies, and guidelines in
ing the uncommitted.
Leadership on the Line, Heifetz and Linsky lend emo-
• Manage conflict. Any tough issue is bound to be
tional and practical support for those who rise to the
accompanied by conflict. While the natural tendency
challenge.
for most of us is to limit conflict, Heifetz and Linsky
Leadership on the Line: Staying Alive Through the Dangers of Leading,
point out that people learn and grow only when they
by Ronald A. Heifetz and Marty Linsky, is published by Harvard
encounter ideas that challenge their own experience Business School Press.
and pleasant. These political tactics can be helpful when they enable others to
perceive a leader’s value to the organization. However, they can also backfi re if
leaders are perceived as being insincere, dishonest, or arrogant.
One example of the effective use of impression management is Steve Harrison,
who at the age of 50 was afraid younger superiors as well as subordinates might
perceive him as behind the times. Not only does Harrison make sure others know
that he keeps up with current business issues, but he also peppers his informal
conversations with references to his “youthful” hobbies of running and collecting
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electric guitars. Followers use impression management too, as we discussed in
our section on strategies for managing up in Chapter 7. For example, followers
may seek feedback from their leaders as a way to create a favorable impression
and increase their power, or, conversely, try to evade feedback in an attempt to
avoid creating a negative impression. 54

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