<p>My parents visited recently and were concerned in the way only parents can be at the way I worked. It was not what they had expected for a leader inside IBM.</p><p>Not only was I working from home the day they arrived, but I seemed to be all over the house, sending texts from the couch, talking on a conference call in the den, instant messaging from the kitchen island, e-mailing, switching seamlessly between e-mail, Facebook, LinkedIn and instant messaging, with almost indistinguishable lines between my personal self and my professional self. It all seemed so informal. And let's not get started with what they thought about the 11:30 p.m. conference call.More Related to this Story</p><p>My parents had experienced a front-row view of what it's like to lead high-performing teams in today's era of social enterprises. Social enterprises organizations that embrace the tools and culture of social media to enable and promote collaboration are the inevitable result of technology and demographics coming together. They are flatter in hierarchy, yet can be more responsive, more flexible and higher performing. And most important, they require a different type of leadership.</p><p>Here are some of the leadership qualities required to drive a high-performing social enterprise.</p><p><a href="http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/the-serious-business-of-social-business/article17614981/">Keep reading...</a></p>