ABSTRACT
This chapter describes what happens inside the leadership team, where functional–expert leaders meet, with the aim of achieving and maintaining bicongruence. Life science leaders have learned two things about group and organisational salience. The first is that group salience within the leadership team is especially destructive in the context of a very complex organisation full of specialised experts. The second lesson is that functional leaders, when elevated to the leadership team, vary in their ability to replace their group salient behaviour with organisationally salient behaviour. The selecting and managing the leadership team for their organisational salience seems to emerge as the first step in achieving bicongruence in life science companies. The selecting and leading for organisational salience, assuming macrocongruence and managing for microcongruence, it emerged that, in order to achieve and maintain bicongruence, Life Science Leaders pull the mutual trust “lever”.
