Another "Follower" Takes a Leadership Stand (Against the Supreme Court)
People who read this also read:
Those of you who occasionally read my blog, or who in some other way are familiar with my work, will not be surprised to learn that every time there’s a story about the powerless intruding on the powerful, I get interested. For in the last couple of years I have become convinced that those who are usually thought of as followers - that is, those without obvious sources of power, authority, or influence - are edging out those who are usually thought of as leaders.
This is not to say that leaders no longer matter, they do. But I have got to the point where I consider the study of leadership pure and simple simply old-fashioned, grist for the 20th century but not for the 21st. In today’s world leaders everywhere are vulnerable in ways they have not been before. And conversely – as the result of changes both in culture and technology - followers everywhere are empowered in ways they have not been before
Each week I could point to numbers of stories that illustrate my point which, given our love affair with leaders, remains counterintuitive. But here’s my favorite recent example. In an item that hit the front page of the New York Times, but that nevertheless remained under the radar, it was reported that an all-important decision rendered by the Supreme Court a couple of weeks ago was based on a factual flaw.
The Court had ruled that the death penalty for raping a child was unconstitutional. In reaching this decision, the Court relied on an inventory which seemed to reveal that only six states currently permitted capital punishment for child rapists, while the other thirty states that had the death penalty did not permit it to be used in these kinds of criminal cases. The Court further took into account the various jurisdictions of the federal government, finding that none extended the death penalty to child rapists.
According to the Times, this inventory was a “central part of the court’s analysis” and “the foundation for Justice Anthony M. Kennedy’s conclusion in his majority opinion that capital punishment for child rape was contrary to the ‘evolving standards of decency’ by which the court judges how the death penalty is applied.”
There was just one small problem – the Court was wrong. Justice Kennedy’s assertion about the absence of any federal law applying to cases of child rape was misplaced. In fact, as a military law blog pointed out, Congress had revised the Uniform Code of Military Justice as recently as 2006 to add child rape to the military death penalty. Who was the blogger who publicly humiliated and indeed bested the justices of the Supreme Court? He was Dwight Sullivan, a colonel in the Marine Corps Reserve, who now works for the Air Force on death penalty cases.
Here’s my point. No doubt that Colonel Sullivan is a man of great distinction. But, whatever his accomplishments, he does not rate right up there alongside the nine men and women who have lifelong appointments to the highest court in the land. Did his lesser status stop him? Did it deny him access or preclude him from taking on arguably the most august leaders in the land? Not on your life. Not in this day and age. Sullivan posted his blog - and in the process gave the Court one of its worst black eyes ever.
Sign up for the Harvard Business Publishing Weekly Hotlist, a new weekly email roundup featuring the top highlights from HarvardBusiness.org.
- Comments (2)
- Join the Discussion
- Email/Share

Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. She was the Founding Executive Director of the Kennedy School’s Center for Public Leadership, from 2000 to 2003; and from 2003 to 2006 she served as the Center’s Research Director. She is author and editor of many books and articles on leadership. She is the author of
Comments
What amazes me is that there are a million of these stories happening each and every day -- just not so public. For example, I am the youngest person in my company. The senior management team had not heard of me until very recently, when I gave a hugely successful presentation in front of a few of them.
Today, I had a meeting with the Chief of Staff, and we discussed many very important things about the company and it's philosophy on people. I strongly believe that as a result of this, some very significant changes are going to be made to our people strategy!
What's interesting is that probably nobody in the company will realize where the changes first began -- in a meeting with the lowliest of low "followers".
Leading from behind is one of the most underrated skills out there.
Bruce
http://www.20somethingsuccess.com
- Posted by Bruce Yang
July 11, 2008 4:29 PM
Negating the impact of leaders is a premature assumption, even though the article highlights such a trend, but in essence it could mean that the leaders are just not right all the time and that is a matter of difference of opinion. I don't want to take an opposite view in the example above (i am for the death penalty in such cases). However there might be cases in which leaders have to make a decision that might be contrary to popular belief and bound to fail. In the truest sense leader is one how leads (yeah) and not everyone has the ability to make a decision, they tend to take too much time weighing the liabilities and ultimately rendering the decision useless.
What the author highlights above is more of a difference of opinion rather than a debate that leadership is a futile study
- Posted by Hitesh mamgain
July 30, 2008 5:06 AM