Table of Contents

Extreme Leadership

Extreme Leadership

Leaders, Teams and Situations Outside the Norm

New Horizons in Leadership Studies series

Edited by Cristina M. Giannantonio and Amy E. Hurley-Hanson

Much has been written about how leaders and teams function in traditional business settings, but there is comparatively scant literature on the behaviors of leaders and teams facing extreme situations: that is, situations that fall outside the scope of daily experience. This book presents cases drawn from a diverse set of non-traditional and extreme leadership scenarios, offering a fresh perspective on both leadership research and management practice.

Chapter 10: Bringing up the Thirty-Three: emergent principles in multi-tiered leadership

Michael Useem, Rodrigo Jordán and Matko Koljatic

Subjects: politics and public policy, leadership


You need to collect all the information and then decide on a plan and then get the whole country behind the plan. Accelerate the speed of the process; set goals and don’t waste time. Ask for help. Show that you are in charge. Act specifically. Spread out the responsibility.Sebastián Piñera, President of the Republic of ChileDisaster struck on 5 August 2010. A massive cave-in entombed 33 miners drilling 700 meters below the surface. They had been working in a medium-sized copper and gold mine beneath the moon-like wilderness of the Atacama Desert near the city of Copiapó, Republic of Chile, 800 kilometers north of Chile’s capital, Santiago.Chilean mining minister Laurence Golborne arrived that evening in Quito, Ecuador on a state visit with the Chilean president, Sebastián Piñera. At 11 p.m., Golborne’s smartphone came to life with a message whose starkness spoke its urgency: ‘Mine cave-in, Copiapó; 33 victims.’Golborne, an engineer, entrepreneur and manager, had served as chief executive of Cencosud S.A., a large retail firm, and under his eight-year direction, the company had expanded annual sales tenfold. He had been called by President Piñera to join the government less than five months before. With plenty of management experience but no background in mining and just months in office, he knew he would have to act. How to do so and with whom was less obvious.

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