Overstreet, Robert L.

English

Andrews University

Journal of Applied Christian LeadershipVolume 8 | Number 1 Article 122014The Power of Invisible Leadership: How aCompelling Common Purpose InspiresExceptional Leadership [review] / Hickman, GillRobinson and Georgia J. SorensonRobert L. OverstreetFollow this and additional works at: https://digitalcommons.andrews.edu/jaclPart of the Leadership Studies CommonsThis Book Review is brought to you for free and open access by Digital Commons @ Andrews University. It has been accepted for inclusion in Journalof Applied Christian Leadership by an authorized editor of Digital Commons @ Andrews University. For more information, please contactrepository@andrews.edu.Recommended CitationOverstreet, Robert L. (2014) "The Power of Invisible Leadership: How a Compelling Common Purpose Inspires ExceptionalLeadership [review] / Hickman, Gill Robinson and Georgia J. Sorenson," Journal of Applied Christian Leadership: Vol. 8: No. 1,112-113.Available at: https://digitalcommons.andrews.edu/jacl/vol8/iss1/12B O O K  R E V I E W R O B E R T  L .  O V E R S T R E E TTHE POWER OF INVISIBLELEADERSHIP: HOW ACOMPELLING COMMONPURPOSE INSPIRESExCEPTIONALLEADERSHIPBy Gill Robinson hickman andGeorgia J. Sorenson thousand Oaks, ca: SaGE (2014)Paperback, 104 pagesReviewed by ROBERt L.OVERStREEtMuch writing on the topic of lead-ership focuses on personal qualitiesof leaders or strategies for leadingmore effectively. In The Power ofInvisible Leadership, hickman andSorenson explain how a different element should be considered—thepower of a compelling common purpose. Other leadership theories,such as transformational leadershipand servant leadership, share com-monalities with the concept of invisi-ble leadership, namely, that leader-ship is compelled by a deeply heldcommon purpose. however, a dis-tinct aspect of invisible leadership isa shift from the emphasis on leader-as-person to leader-as-role, withmany individuals within the organi-zation working together to accom-plish a common purpose and sharingresponsibility. those in designatedleadership roles and those in the roleof follower all follow the invisibleleader—their common purpose. theydo this because they are passionatelycompelled to do so by their dedica-tion to a common purpose, withwhich they are deeply connected.the authors use the metaphor ofmusic to explain how invisible lead-ership works, explaining that whilethe force may be invisible, it is palpa-ble and impactful, just as the spacesbetween notes in music, the swelland fall of rests, decrescendos, andcrescendos, help create musical mas-terpieces.  hickman and Sorenson point tocommon purpose as a crucial ele-ment of invisible leadership—a typeof purpose that focuses on synergy,honesty, and helping those in need.those called by the force of invisibleleadership to be leaders encourageothers to use their strengths willinglyin pursuit of the common purpose.this common purpose serves as thedriving force for invisible leadershipby nurturing strong bonds that con-nect contributors to each other and tothe common purpose of the organiza-tion, and inspire selfless willingnessto serve as leaders or followers asneeded. the authors provide illustra-tions of invisible leadership in action,noting that this phenomenon occursnot only in great causes such as thecivil rights or environmental move-ments, but also in nonprofit organi-zations, government organizations,businesses, and social movements.colors, a Manhattan-based restau-rant, provides an example of invisibleleadership. cooperatively owned andrun by restaurant workers who sur-vived the 9/11 attack on the Worldtrade center, the common purpose of colors’ worker-owners is to honortheir 73 colleagues who died on 9/11.Documentation for this research-based book was gathered through asurvey based on eight factors: self-selection/attraction, commitment orownership, influence, bond amongparticipants, self-agency, takingaction or leadership visibly, risingabove self-interest, and utilizingopportunities and resources. One ofthe most significant findings present-ed in the book regards the followingdiscovery about organizations inwhich invisible leadership is present:“the most important aspect ofPAGE  112 Vol. 8, No. 1 SPRING 20141Overstreet: The Power of Invisible Leadership: How a Compelling Common PurposPublished by Digital Commons @ Andrews University, 2014each organization’s purpose wasthat leaders and members clearlyand effectively conveyed to othersthe characteristics that made theirorganization and its purpose spe-cial, unique, or significant” (p. 43). The Power of Invisible Leadershiparticulates how an unseen forceexists within successful organiza-tions—between leaders and follow-ers, and between purposes and peo-ple. hickman and Sorenson empha-size charisma of purpose as the moti-vating force of invisible leadership:“a democratic organization is clearabout why it exists and where it isheaded and what it hopes to achieve”(p. 43). Invisible leadership createsan environment in which all mem-bers of the organization can under-stand and be committed to its pur-pose and mission. The Power of Invisible Leadershipexemplifies leadership situations in which there is a dedication to acommon purpose and a motivatingforce for guidance. While the authors’research is an excellent starting pointfor a discussion of the concept ofinvisible leadership, more researchmust be done before the ideas andconcepts presented can be universal-ly understood and accepted. thosewithout an existing knowledge of thefoundations of leadership theory willneed to engage in much additionalstudy to understand concepts brieflyreferenced in beginning chapters.however, the authors bring a freshperspective on the motivations thatlead people to accept leadership roles and on the factors affectingtheir success. the passion elicited bya common purpose—invisible leader-ship—can cause organizations to succeed despite overwhelming set-backs and problems. Leaders whowant to understand how commitmentto a common purpose can benefittheir organizations would do well toconsider purchasing and reading ThePower of Invisible Leadership. Leadersof nonprofits such as churches andschools will recognize that invisibleleadership is already present in theirorganizations and will benefit from athoughtful consideration of how tohelp their organizations benefit moreby focusing on the common purpose.ROBERt L. OVERStREEt, M.a., is the principal ofandrews academy in Berrien Springs, Michigan.Robert is also a Ph.D. candidate in the Department of Leadership at andrews University.LEADERS MAKE THEFUTURE: TEN NEWLEADERSHIP SKILLS FORAN UNCERTAIN WORLDBy Bob JohansenSan Francisco, ca: Berrett- Koehler(2012, 2nd edition) hardcover, 248 pagesReviewed by KENNEth MaNDERSLeaders Make the Future speaks tothis present time when the Westernworld is experiencing great uncer-tainty and perplexity accompaningthe global economic downturn, highunemployment, industrial productionsullied by ongoing pollution of theenvironment, and the consequentproblems of global climate change.these challenges are accompanied bya wave of political and social unresttypified by the arab Spring thatleaves humanity with the sense thatsomething more than a traditionalapproach by today’s leaders will beneeded to make the world a betterplace. the idea that leaders can takeaction now, and develop a skill setthat will guide their organizationsand communities to create a betterfuture and make the world a betterplace, is indeed an idea whose timehas come. In his second edition of LeadersB O O K  R E V I E W K E N N E T H  M A N D E R STHE JOURNAL OF APPLIED CHRISTIAN LEADERSHIP PAGE  1132Journal of Applied Christian Leadership, Vol. 8 [2014], No. 1, Art. 12https://digitalcommons.andrews.edu/jacl/vol8/iss1/12

The Power of Invisible Leadership: How a Compelling Common Purpose Inspires Exceptional Leadership [review] / Hickman, Gill Robinson and Georgia J. Sorenson

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The Power of Invisible Leadership: How a Compelling Common Purpose Inspires Exceptional Leadership [review] / Hickman, Gill Robinson and Georgia J. Sorenson

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