About Thomas Lee

  Thomas J. Lee brings decades of experience to the study of leadership in organizations and social movements. A 1990 alumnus of Harris, he has taught leadership to thousands of managers in corporations and agencies of government. He has spoken at professional conferences and corporate venues throughout the United States, across Canada, and in a dozen other countries in Europe, South America, Asia, and Africa. He has published more than twenty-five essays and articles on leadership and the communication that drives it.


  Tom enjoys addressing questions that arise in every class: What exactly is leadership? How does it differ from management? What do successful leaders do that unsuccessful leaders don’t? What can we learn about leadership from the very best of leaders? Are leaders born or made? Should we regard dictators and control freaks as true leaders? Is good leadership inherently visionary? Is charisma necessary for leadership? What do we “know” about leadership that just isn’t so? Why do appeals to reason and logic fail while appeals to emotion and values succeed? Can evil persons be good leaders? Why do great leaders tell so many stories? What can we learn about leadership from ancient philosophers in India, China, and Greece? What’s at the root of so much cynicism toward modern leaders?


  Tom has developed a number of models to facilitate teaching leadership. One framework sets forth five lenses, or analytical perspectives, on leadership to establish that it isn’t necessarily a function of one’s position or title. Another identifies four evolutionary archetypes of leaders based on the extent to which they nurture independent thought, speech, and action. Yet another explores the nature of trust between a leader and the led. Still another is a roadmap for credibility and operational success.