Book Description
The Leader of the Future 2 follows in the footsteps of the international bestseller The Leader of the Future, which has been translated into twenty-eight languages, and is one of the most widely distributed edited collections on leadership to date.
In twenty-seven inspiring and insightful essays, this book celebrates the wisdom of some of the most recognized thought leaders of our day who share their unique vision of leadership for the future.
Returning Contributors: Ken Blanchard with Dennis Carey, Stephen Covey, Marshall Goldsmith, Charles Handy, Sally Helgesen, Rosabeth Moss Kanter, Jim Kouzes & Barry Posner, Richard Leider, Ed Schein, Peter Senge, and Dave Ulrich with Norm Smallwood.
New Contributors: John Alexander, Darlyne Bailey, Howard Gardner with Lynn Barendsen, Usman Ghani, Ronald Heifetz, Joe Maciariello, Jan Masaoka, John Mroz, Brian O'Connell, Jeff Pfeffer, Ponchitta Pierce, Srikumar Rao, General Eric Shinseki, R. Roosevelt Thomas, Noel Tichy with Chris DeRose, and Tom Tierney.
"Hesselbein and Marshall Goldsmith, one of the USA's top executive coaches, edited the collection The Leader of the Future 2. Its 27 eloquent essays provide a kind of hopeful, idealistic best-case scenario for future leaders of non-profits and businesses. This is not a cookie-cutter, how-to approach. The job of the essayists is to provide food for thought and goals. The high quality of writing here should inspire anyone who has aspirations for leadership."
—Bruce Rosenstein, USA Today
Customer Reviews:
Your organization needs "the "leader of the future" now, today, this moment...........2007-09-24
Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as its predecessor, The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard, and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction as well as Hesselbein on Leadership for which Jim Collins provided the Foreword.
Twenty-seven individual essays comprise this volume. The material is organized within five Parts:
A Vision of Leadership (Chapter 1)
Editors' Comments: "[Our] book begins where it should, with Peter Drucker's vision of leadership...[His] thoughts on creating organizations that have a spirit of performance built upon the `theory of the business,' creating a positive social impact and demonstrating consistent effectiveness, challenge the reader to both embrace change and become a change leader."
Leading in a Diverse World (Chapters 2-5)
Excerpt: "Leaders of the future will be progressively more cosmopolitan, progressive, diverse, and values oriented. They increasingly will come from countries with enormous growth potential outside of North America and Europe, such as the BRIC nations (Brazil, Russia, India, and China), places where leaders must also address daunting obstacles such as poverty or environmental depredation, regardless of the sector or the focus of their enterprise." Rosabeth Moss Kanter, "How Cosmopolitan Leaders Inspire Confidence"
Leading in a Time of Crisis and Complexity (Chapters 6-11)
Excerpt: "Leadership becomes necessary to business and communities when people have tough challenges to tackle, when they have to change their ways in order to thrive or survive, when continuing to operate according to current structures, procedures, and processes no longer will suffice. We call these adaptive challenges. Beyond technical problems, for which authoritative and managerial expertise will suffice, adaptive challenges demand leadership that engages people in facing challenging realities and then changing those priorities, attitudes, and behaviors necessary to thrive in a changing world. Ronald A. Heifetz, "Anchoring Leadership in the Work of Adaptive Process"
Leading Organizations of the Future (Chapters 12-19)
Excerpt: "Leaders will need to go beyond looking at the work to be done and consider the human doing the work. They will need to understand the incredible pressures that have been brought about by globalization, technology, and competition. They will need to appreciate the hard work and sacrifice needed for professional success in a much tougher world. Leaders will need to realize that as work becomes even more important, and organizations become even more important, they will become even more important - in helping to shape the quality of life and the futures of the professionals they lead." Marshall Goldsmith, "Leading New Age Professionals"
The Quality and Charter of the Leader of the Future (Chapters 20-27)
Excerpt:
"Leaders who think like anthropologists would realize several things. First, they would realize that they are leaders by virtue of their basic fit into the cultural milieu in which they grew up and in which they are now operating. It is all well and good to note that leaders "create" and "change" cultures, as I have argued in the past [i.e. in Organizational Culture and Leadership, 2004], but first they must realize that to change culture you must thoroughly understand the culture that created you and legitimized you...In other words, leaders must be culturally self-c0njscious and be aware of the cultural layers in their own personalities. Second, leaders who think like anthropologists would be conscious of the cultural variations among countries and companies, and among occupational subgroups within their companies." Edgar H. Schein, Leadership Competencies: A Provocative New Look"
Note: Schein then explains in his essay that in addition to thinking like an anthropologist, effective leaders must also have the skills of a family therapist and cultivate and trust artistic instincts.
In the city where I live, we have a number of outdoor markets at which slices of fresh fruit are offered as samples of the produce available. In that same spirit, I frequently include brief excerpts such as these from a book to help those who read my review to get at least a "taste" of the material in question. All of the material in this volume is of a very high quality. The value of each article, however, will be determined by the needs and interests of each reader.
Those who share my high regard for this book are urged to check out Hesselbein's The Leader of the Future published earlier, co-edited with Marshall Goldsmith and Richard Beckhard and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction; also Hesselbein on Leadership for which Jim Collins provided the Foreword.
weLEAD Book Review by the Editor of leadingtoday.org.......2007-06-17
The Leader of the Future 2 is a labor of love and a gift to all those who enjoy the study of leadership. This is the first book published by the Leader to Leader Institute (formerly The Drucker Foundation) since the death of leadership patriarch Peter Drucker. All proceeds support the Peter F. Drucker Foundation for Nonprofit Management. This book follows the publication of the international bestseller, The Leader of the Future.
This meditative work is the collection of 27 essay chapters that contemplate the kind of leadership needed for the future of the world. Each chapter is written by a respected leadership consultant or educator who provides their unique and challenging perspective on the kind of leader our world needs now and will need in an uncertain future. This collection of "thinkers" has varied experience in all sectors of modern society. As it states in the foreword of the book, "This book delivers a "battle cry" that will mobilize the leaders of the future to build viable, relevant organizations that will sustain us in the times ahead... Planning in the past was rigid, inflexible, and hierarchical, but planning for the future will require leaders to be fluid and flexible, and move easily across their organizations. The Leader of the Future 2 is indeed part of a blueprint for planning in a dynamic new world."
The genesis of the book was the tragic events that occurred on 9/11. Since that event a lot has changed in the world, and will continue to change in our uncertain future. The Leader of the Future 2 divides its 27 chapter into 5 interesting parts. Each part focuses on a certain aspect of leading in the future like vision, diversity, complexity, change and character. This is a book for serious thinkers and at times is not easy to read. Some of the gifted contributors would be the first to admit that writing with clarity is not their greatest personal strength. But in all fairness, they are looking back on the past with eyes toward the future and this is always an ambiguous rehearsal. The Leader of the Future 2 is brain-candy for anyone who likes to step outside of everyday thinking and ponder the "what-if" of tomorrow!
Expert takes on leadership today.......2007-05-03
In a 1964 obscenity court case, then U.S. Supreme Court Justice Potter Stewart wrote that pornography was difficult to define, but noted, "I know it when I see it." The same might be said of leadership. Since 1990, the Leader to Leader Institute (formerly the Peter F. Drucker Foundation for Nonprofit Management) has dedicated itself to examining, defining and elevating the art of leadership through books, educational materials and its respected journal, Leader to Leader. This book is a sequel to the Institute's The Leader of the Future, an international bestseller published in 28 different languages. This follow-up volume features 27 essays on being a leader in today's complex, challenging world. We confidently recommend this leadership treatise, which presents the informed thoughts, insights and opinions of respected experts from academia, the media, business, the military, the nonprofit sector and numerous other venues. Thanks to such contributors as Stephen Covey, Howard Gardner, Rosabeth Moss Kanter, Jim Kouzes and Barry Posner, this collection of essays clearly addresses the challenges of modern leadership.
The Essential Leadership Guide.......2006-10-07
Once again, Marshall Goldsmith and Frances Hesselbein have provided readers with an essential guide to the biggest challenges and the best thinking of thought leaders and practitioners in the field of leadership. In a world in great need of leadership, this book provides an array of outstanding contributions from those who have shaped and inspired this field. This book provides a superb addition to the libraries of all those who care deeply about leadership -- and who among us does not (or should not)?
Rachelle J. Canter, Ph.D.
An awesome collection!.......2006-09-30
An awesome collection! Jim Kouzes, Peter Senge, Edgar Schein. A great list of contributors. Some of the very best thinking on leadership, strategic thinking, and change.
Senge's article on the basic fundamentals for sound leadership in a changing world is nearly worth the price of the book on its own. If that article isn't enough, Edgar Schein's contribution on leadership competencies is just excellent. You'll find yourself rethinking a number of assumptions about what leaders do.
Book Description
The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model.
Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.
Customer Reviews:
How to develop leaders who have character, competence, knowledge, and results-driven initiative .......2007-09-11
I recently re-read this book, curious to know to what extent its content remains relevant. My conclusion? It is even more relevant today than it was when first published in 2004. In Richard E. Cavanagh's Foreword, he recalls a discussion during dinner with Peter Drucker and Jack Welch who shared the same opinion that the United States military services do the best job developing leaders. What we have in this volume is an adaptation by Frances Hesselbein and General Eric K. Shinseki (USA Ret.) of Field Manual 22-100, Army Leadership, with assistance from Alan Shrader. Hesselbein and Shinseki also wrote the Introduction. The material is carefully organized within seven chapters, followed by a Conclusion that reviews the most important points, correctly noting the unique and compelling role that the U.S. Army has played since June 14, 1775, when the Continental Congress authorized enlistment of riflemen to serve the United Colonies for one year.
With regard to the book's title, "Army leadership begins with what the leader must Be, the values and attributes that shape a leader's character...People want leaders who are honest, competent, forward-looking, and inspiring...People willingly follow only those who know what they are doing. One of the quickest ways for a leader to lose trust and commitment of followers is to demonstrate incompetence...Character and competence, the Be and the Know, underlie everything a leader does. But character and knowledge - while absolutely necessary - are not enough. Leaders act; they Do...They solve problems, overcome obstacles, strengthen teamwork, and achieve objectives. They use leadership to produce results."
I realize that these concepts seem simple. In one sense they are. However, in this context, I am reminded of what Oliver Wendell Holmes once said: "I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity." The challenge to any organization when developing leaders is to guide those involved to the other side of complexity." The composite of excerpts from Be-Know-Do identifies core concepts, to be sure, but it also describes the character, competence, knowledge, and results-driven initiative that the U.S. Army seeks to develop within every one of its soldiers, regardless of rank. "No one is only a leader; each person in an organization is also a follower and part of a team. In fact, the old distinction between leaders and followers has blurred; complex twenty-first-century organizations require individuals to move seamlessly from one role to another in an organization, from leadership to `followership,' and back again."
Hesselbein and Shinseki are to be commended for their skillful adaptation of Field Manual 22-100, Army Leadership, but also for the inclusion within the narrative of relevant material from sources outside the U.S. Army organization. For example, they quote prominent business thinkers throughout the narrative: James Kouzes and Barry Posner on leadership by example (page 24), John Gardner on the importance of a shared vision (page 30), Patrick Lencioni on teamwork (page 86), and John Kotter on a leader's "quest for learning" (page 132). Readers will also appreciate the provision of various "Exhibits" such as 5.1 that provides a brilliant illustration of Team-Building Stages.
Those who share my high regard for this volume are urged to check out Frances Hesselbein's other works that include The Leader of the Future 2: Visions, Strategies, and Practices for the New Era co-authored with Marshall Goldsmith, On Leading Change: A Leader to Leader Guide co-authored with Rob Johnston, and Leading for Innovation: and Organizing for Results co-edited with Goldsmith and Iain Somerville. Also, I highly recommend the wealth of resources available at the Leader to Leader Institute (http://www.leadertoleader.org/), a non-profit and tax exempt organization that includes a subscription to its magazine among several membership benefits.
Wow, this is BORING........2007-06-02
Although this book is required reading, not only for ARMY OCS, but also for other applications, it is quite possibly the most BORING read ever.
While the information is quite valid *and* genius, basically the ARMY's system on leadership, it is just plain boring... Sorry, it's the truth.
For the price, the information is golden. In fact, even if the price were higher it would still be worth what you pay. But even still, this was a painful 171 pages to read!!
BUY IT. READ IT. GET IT OVER WITH...! :)
Great leadership book.......2006-08-07
This is a great resource for individuals looking for some leadership pointers.
Everyone is a Leader.......2005-09-20
The world's benchmark with respect to leadership is the market driven capitalist company, however it seems they have lost their way when compared to the US Army. After you read this book you will be shocked to find out how far ahead of private business the US Army is in the area of Leadership.
Ultimately the US Army has determined that in some fashion everyone that reports to you is also a leader and needs to be trained and respected as such. The US Army's leaders are actively developed at all levels so that they can lead and develop others - no lip service here.
Not Some Consultant's View.......2005-04-19
The United States Army is the largest training organization in the world. And among the subjects it teaches is leadership. The Army teaches leadership at all levels from the squad leader with only a few subordinates to generals with hundreds of thousands. With many years of studying leadership, the Army program nets down to the three words in the title of the book:
Be - To be an effective leader you have to be the kind of person people want to follow. This comes down to almost the Golden rule, Do unto others as you would have them do unto you. Other words would be loyalty, integrity, personal courage; a good set of personal qualities that make a good person.
Know - You have to know what you are asking subordinates to do. It's hard to lead people into doing things that you can't do yourself.
Do - The old adage, Follow Me, summarizes the leaders point of view. You have to do, you have to show the way.
This book is different from many that are available on bookstore shelves. Most books are written by consultants or trainers that have developed their own programs. This book takes as its foundatation what the Army has developed over meany, many years, practiced, and observed the result. The study of the results of leadership training in the Army is based on combat where the losers die, not just watching the sales charts.
This book is different, but directly applicable to the business, research, academic world.
Book Description
In this second volume of The Drucker Foundation's Wisdom to Action Series, twenty-seven remarkable thought leaders help today's leaders meet the challenge of releasing the power of innovation. Leading for Innovation brings together Clayton M. Christensen, Jim Collins, Howard Gardner, Charles Handy, Rosabeth Moss Kanter, C. William Pollard, Margaret Wheatley, and other thought leaders to offer you practical guidance on leading your organization to a new dimension of performance. This unprecedented collection explores the unique qualities required to lead innovators, and shows you the way to develop a culture that promotes innovation.
The contributors encourage you to take the time to think about innovation and describe how you must abandon practices that no longer work for advancing the practice of innovation. Filled with specific examples of the hands-on work needed to make innovation a reality for leaders and their organizations, Leading for Innovation offers a wealth of thoughtful and incisive essays that will help leaders everywhere take their organizations and communities to a new level of excellence.
Customer Reviews:
Excellent compilation on Leadershipattributes for innovation.......2002-08-31
Excellent compilation on Leadership attributes for innovation and is a collection of well written articles which made me think and connect to a real world phenomenon. I enjoy reading Peter Drucker's books and the content of the book has Peter Drucker's flavor to it. The Clarity and style of this book is truly outstanding.
Highly Recommended!.......2002-02-09
Some 23 experts on management from academia and the private sector share their ideas on how you can take that bloated bureaucracy and turn it into a nimble and innovative machine. The book offers no quick fixes, as illustrated by the authors' observation that innovation is a culture, and not an event. Of special interest is the included list of practices that squelch innovation. We [...] recommend this book, which was inspired by management science pioneer Peter F. Drucker, for executives and all devoted students of the management arts.
Really great leadership writing.......2001-11-15
Most collected volumes have a few good essays and then you can take or leave the rest. But all of the essays in this book are more than worth the price of the whole book. I was blown away by the depth of wisdom and insight in this collection. You get Charles Handy, Margaret Wheatley, Clayton Christensen, Jim Collins, and Rosabeth Moss Kanter.
I'm always pressed for time and I loved how each one of these essays offered me something I could use in my daily work. There are so many things that can get in the way of being an effective leader and this book helped me think in new ways and look at my organization-an myself-in a new way.
I get the Drucker Foundation's journal, Leader to Leader, and always get great stuff out of it. This collection met all of the expectations I had of a book from the Drucker Foundation.
Wow! Collected Genius on Innovation.......2001-10-20
The Drucker Foundation has done it again. Gathered a remarkable collection of thought leaders (see the list below) and asked them to write on a critical issue -- leading innovation.
Each chapter is short and easy to absorb, but the collection provides a powerful set of ideas about how leaders can make innovation happen in their organization, whether it's a business, a nonprofit, or a government.
Get a copy for yourself, and one for your boss!
International Thought leaders
James Burke, Jim Collins, Arie de Geus, Max De Pree, Charles Handy, Margaret J. Wheatley
Academics
Clayton M. Christensen (Harvard Business School), Howard Gardner & Kim Barberich (Harvard School of Education), Rosabeth Moss Kanter (Harvard Business School), Dorothy Leonard (Harvard Business School), Henry Mintzberg (McGill University), Jeffrey Pfeffer (Stanford Business School), Walter Swap (Tufts University) Dave Ulrich (University of Michigan)
Corporate leaders
John Kao (Idea Factory), Robert E. Knowling, Jr. (Internet Access Technologies), Ann Livermore (Hewlett-Packard), Bill Pollard (ServiceMaster), David S. Pottruck (Charles Schwab), Daniel Vasella (Novartis)
Consultants
M. Kathryn Clubb, Marshall Goldsmith
Government
William J. Bratton (former Chief of NYPD), Stephen Goldsmith (former mayor of Indianapolis)
Book Description
Leading-Edge Thought From the World's Best Business Minds "A one-stop shopping guide that shows how leaders can be successful in the year 2000 and beyond."
--American Society for Training and Development
Discover what Stephen Covey, Ken Blanchard, Peter Senge, Rosabeth Moss Kanter, and other business-world luminaries have to say about the direction of leadership for the future. The Drucker Foundation brings together the best business minds in more than 30 never-before-published essays, each one offering a special perspective on leadership and a unique glimpse into the future.
Customer Reviews:
The Future Is Now.......2005-01-07
The Drucker Foundation in 1996 asked leadership experts and proven leaders in the private sector to contribute to a leadership compendium, the proceeds of which would be donated to charity. The theme is clear from the title: what will the leader of the future look like, and what skills will he or she need? Over 30 authors answered the call and together provide a surprisingly consistent - if occasionally contradictory - view of tomorrow's organizations and their leadership needs.
The benefit of this approach is that it forces the authors to cut to the chase. Far too many leadership/management books waste space with folksy anecdotes and maddening metaphors. These are, thankfully, generally absent from The Leader of the Future, leaving almost 300 pages of substance for the reader. Another plus is the reader's ability to find new leadership authors that appeal to him or her that might otherwise have gone overlooked.
According to these experts, the business world is changing at a pace not seen in generations. (This refrain, I admit, gets old rather quickly and makes the experts seem like leaders of the past at points.) In order for organizations to survive and thrive, they need a new type of leadership. Today, CEOs and heads of organizations are the leaders. Tomorrow, they argue, CEOs will need a new set of skills, and anyone at any level in the organization will be called on to lead. Globalization, technology, mobile jobs, and an unprecedented amount of information mean that no one person can be "the" decisionmaker. Instead, organizations need to behave like market-economy nation-states: they need to be less hierarchical, allow internal competition, give their employees more decisionmaking authority, and train their employees to make informed decisions.
The idea of training is key - virtually all of the authors agree that leaders are made, not born. At the same time, they argue that all leaders have certain qualities, including high energy, vision, and other qualities that are hard to teach. Perhaps this is why one chapter focuses on the underanalyzed quality of followership. Certain segments are broad and theoretical, others offer concrete proposals to develop leaders of the future.
What does all of this mean for the average reader? Many organizations are still hierarchical with strict rules and regulations. There is, one could argue, only so far we can go towards decentralizing, flattening and empowering. But that would be yesterday's way of thinking. The leader of the future will find ways to work within these constraints, will have a vision of the organization that will guide him or her, and will allow for the empowerment of subordinates. This somewhat populist view of the leader of the future will at a minimum provoke the reader to consider what kind of leader he or she is and whether he or she is prepared to be a leader of the future.
The Leader of the Future is one of the few books on leadership that is worth buying. Borrow it or buy it, but read it today to be prepared for tomorrow.
There's definitely a theme here.......2002-07-25
"The Leader of the Future" from the Drucker Foundation and edited by Frances Hesselbein, Marshall Goldsmith and Richard Beckhard is a management "sampler," comprising essays from academics and corporate CEOs about leadership, or specifically the kind of leadership that will be required for success of organizations in the future.
Clearly, the writers do not believe in "closed" management (the direct and control sensibility of the days of yore). To a one, they advocate investing in those below you, creating leaders in all sectors and at all levels, trusting, collaborating and "leading with vision." Some particularly interesting essays were "Leading from the Grass Roots" by Sally Helgesen, "Leadership and Organizational Culture," by Edgar H. Schein, the "father" of organizational psychology, and "The Ultimate Leadership Task: Self-Leadership" by Richard L. Leider. In general, the section with essays entitled "Learning to Lead for Tomorrow," which was about education and executive training and development was the most engaging for me.
I bought this book because I read a very engaging portrait of Marshall Goldsmith in the New Yorker in April, who is a very successful "executive coach," helping executives with personal problems in their organizations turn their relationships around. The book overall had a kind of hypnotic effect, as it repeated the same message throughout. Here's a representative excerpt:
"The challenges ahead will require leaders to identify, promote, reinforce, and live as role models of key core values; inspire diverse groups to common, shared action in which they trade some of their autonomy for a long-term greater common good; and give their best efforts in pursuit of that common good." This is from an essay by George B. Weber who is listed as the secretary-general of the International Federation of Red Cross and Red Crescent Societies.
It's mildly interesting. I would recommend reading it in bits between other, different books.
A Well Articulated Roadmap--By Those Who Have Been There.......2001-06-24
This book is an outstanding compilation of 31 articles, by current and past organizational leaders, futurist, authors, etc., who share their knowledge and experiences. As they point out, the leader of the future must be serious about communication and not just pay it lip-service, they must share as much of their power, as possible, with members in the organization to make it a more powerful organization. This open communications and power sharing leads to a learning organization, that is inculturated to adapt to the changing enviornment and more importantly help "lead-turn" the organization to ensure a sustained competitive advantage.
"Leadership must be learned and can be learned".......2001-06-07
'The Leader of the Future' adresses a significant and timely topic. It should be on every manager's must-read list.
Peter F.Drucker writes in his foreword, "Leadership must be learned and can be learned-and this, of course, is what this book was written and should be used for." And hence, he defines simple but basic characteristics of effective leaders:
1. The only definition of a 'leader' is someone who has 'followers.' Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders.
2. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right things. Popularity is not leadership. 'Results' are.
3. Leaders are highly visible. They therefore set 'examples.'
4. Leadership is not rank, privileges, titles, or money. It is 'responsibility.'
After this excellent foreword, Frances Hesselbein, Marshall Goldsmith and Richard Beckhard divide this seminal book into four parts. Here, they note that "These parts have been chosen in a somewhat arbitrary manner. We deliberately gave the authors a free hand, and our revisions have been only mirror. The authors are all experts in their own right, and we wanted you to hear their views in an unfiltered form."
It is a great chance to read never before published essays of 37 distinguished authors under one roof.
Highly recommended.
the best of the leader books.......2000-09-15
Having read about 6 leadership books in a row, I can say with this limited perspective that this is the best overall. These are great essays by a wide variety of major leaders -- every person has something significant to say about leadership and taken together, the reader can put together a detailed and rich picture about what makes a real leader. One encouraging thought is that great leaders benefit by having and creating other leaders -- no need to fear too many good leaders. So, everyone can benefit by learning how to become a leader and the change will be better for everyone involved. Each essay is short, so taken together, they are very digestible. The writing is good all around, but it's really the insights and examples from proven leaders that makes this so easy to use as a blueprint or study of leadership. Top notch ideas, well presented. Any one who serves or hopes to serve as a leader would do well by reading this book.
Book Description
Craft a unique learning experience and help your group to work through the modules in the Excellence in Nonprofit Leadership video. Excellence in Nonprofit Leadership provides insight, inspiration, and practical tools for nonprofit leaders who want to make a difference in their organizations and communities.
The facilitator's guide takes you through each of the twenty-minute modules contained on the video:
- Lessons in Leadership, featuring Peter F. Drucker, helps both board and staff explore leadership attributes and think about ways to strengthen leadership skills.
- Identifying the Needs of Followers, featuring Max De Pree and Michele Hunt, helps leaders--new and experienced--understand their relationships with followers and what their followers need to achieve top performance.
- Leading Through Mission, featuring Frances Hesselbein, reveals the importance of revisiting the organization's mission and offers insight on how to better manage for the mission.
It shows you how to use one, two, or all three of the modules to guide a learning and discussion program for the leaders in your organization or community. Along with the participants' workbook, the facilitator's guide contains all the materials you need to get the most out of the video presentations and to extract the key learnings. Each module can be tailored to fit your group's needs, size, and the time available.
Amazon.com
Frances Hesselbein's views on leadership have attracted fans since the one-time Johnstown, Pennsylvania, troop leader became CEO of Girl Scouts of the USA in 1976 and turned that venerable but struggling organization around. Now in Hesselbein on Leadership the current chairman and founding president of the Drucker Foundation has compiled 19 essays that lay out the philosophy she honed during those experiences and in years since--a philosophy that today draws more admirers than ever, such as Jim Collins, who wrote the book's foreword. In a disarmingly simple manner, Hesselbein offers her underlying definition of the topic at hand ("leadership is a matter of how to be, not how to do it") and spells out nuances and specifics that those atop any private, public or nonprofit organization would do well to absorb. Throughout the book she shows how character determines performance, how a willingness to innovate and a desire to make a difference regularly bring results, and how the best leaders actually turn a vision into the spark needed to ignite their enterprise. There is plenty of pragmatic advice here amidst the theoretical, and in light of Hesselbein's wealth of provocative yet practical insights, the only complaint may be that this collection is a little on the slim side. --Howard Rothman
Book Description
The woman BusinessWeek called the "grande dame of American management" shares her vision of leadership
Frances Hesselbein rose from a volunteer troop leader to become CEO of the Girl Scouts of the USA. During her tenure Hesselbein transformed the Girl Scouts and created one of the most vibrant and recognized organizations in the world. In the course of her brilliant career, she was recognized by Fortune magazine as the "Best Nonprofit Manager in America" and was awarded the Presidential Medal of Freedom. Now, for the first time, Frances Hesselbein has collected her most incisive and stirring writings on the topic of leadership in one compelling book. The book affirms Hesselbein's specific leadership principles that will give readers the inspiration to go forth and become exemplary leaders. It is also filled with the practical knowledge readers need so they can make a difference every day. These gems of leadership wisdom include Hesselbein's thoughts on innovation, change, diversity, and what it means to be a woman leader. At the heart of the book is Hesselbein's belief that leadership is about character-a question of how to be, not how to do it. Hailed by Warren Bennis, Peter Senge, Jim Collins, Peter Drucker, and others as one of the most innovative and inspired leaders today, Frances Hesselbein gives readers a star to steer by. Hesselbein on Leadership will engage, energize, and motivate readers to do their best and be their best.
Frances Hesselbein (New York, NY) is the Chairman of the Peter F. Drucker Foundation for Nonprofit Management and Editor in Chief of Leader to Leader, the premier leadership journal. She is a recipient of the Presidential Medal of Freedom and the coeditor of numerous books on leadership including The Leader of the Future (Jossey-Bass: 0-7879-5204-4) and The Organization of the Future, The Community of the Future (Jossey-Bass: 0-7879-5203-6).
Customer Reviews:
"To be or not to be, that is the question".......2007-09-19
Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard; The Leader of the Future 2, co-edited with Goldsmith; and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction.
In his Foreword to this book, Jim Collins observes that Frances Hesselbein "grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between `what we stand for' and `how we do things'...Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission." This brief excerpt from an uncommonly insightful analysis of Hesselbein's numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.
The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, "I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world." In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise's tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.
More specifically, the "`how to be' leader knows that people are the organization's greatest asset and in word, behavior, and in relationships she or he demonstrates this powerful philosophy...builds dispersed and diverse leadership - distributing leadership to the outmost edges of the circle to unleash the power of shared responsibility...holds forth the vision of the organization's future in compelling ways that ignite the spark needed to build the inclusive enterprise...and [meanwhile] knows that listening to the customer and learning what he or she values - `digging in the field' - will be a critical component, even more so in the future than today."
My take on all this is that Hesselbein fully understands and appreciates the value of "know-how." Her key point (if I understand it) is that effective leadership can be provided only by what Bill George characterizes as "authentic" people: those who consistently demonstrate the values, the principles, the beliefs that define who they are, what they believe, what they do, and how they work with others. As George describes them, they demonstrate "the highest integrity, [are] committed to building enduring organizations...have a deep sense of purpose and are true to their core values...have the courage to build their companies to meet the needs of all stakeholders, and recognize the importance of their service to society."
Both Hesselbein and George are convinced, and I wholeheartedly agree, that the greatest leaders are those who develop and then sustain authentic leadership at all levels and in all areas of the given enterprise. Moreover, they are determined to be "good citizens." As Hesselbein explains, they believe "that the community is as much their business as is the business of their enterprise. They dedicate the same commitment to this job, the same forecasting, planning, marketing, and mobilization of energy and initiative, that they dedicate to building the enterprise within the walls."
Make no mistake about it: These are formidable challenges that Hesselbein poses to those who aspire to be leaders. "All the how to's in the world won't work until the `how to be's' are defined, embraced by the leaders, and embodied in every action, every communication, every leadership moment." Indeed, she continues, there must be "leaders of character at every level, leading the organization and the community of the future." Some may view that challenge as "unrealistic." It isn't. Others may view it as "idealistic." It is...and that is the most important lesson all of us can learn, not only from what she has written but from what she has been and continues to be.
Excellent guide to leadership principles.......2007-04-09
Frances is a special and extraordinary role model who shares her insights and encourages others to reach for their maximum leadership potential. The creativity within her advice is engaging and inspirational. This is a great book for young leaders and those who are developing goals and a vision for their career and personal success.
Managing in a world that is round . . ........2002-11-26
This book was first mentioned to me at a Leadership presentation at one of the not-for profit organizations I serve, and then again a short while later at a UCI Graduate School of Management presentation by a local executive. This is a delightful small book filled with some good advice, pithy sayings and leadership insights. Hesselbein lives up to her reputation in this compendium of essays on Leadership. I rather like books of essays because often each chapter, or essay, stands on its own and can be read or re-read as the need arises.
Hesselbein writes in a clear and conversational manner that makes it easy to understand her point. But one should not be lulled into complacency while enjoying her most readable style for the insights to be shared are important and many. She points out with great understatement that "Leadership is a matter of how to be rather than how to do it." She offers as whole new way of organizing our enterprises as she explains "Managing in a World That Is Round." This book will find its best use for those managers looking for a metaphor or simple explanation to share with others in the organization such complex topics as organizational change, behavior, and interaction with the environment. It will be on my reference shelf for a long time to come.
Class shows.......2002-09-06
Frances Hesslebein is one of the world's greatest leaders. In fact, Peter Drucker (no "easy grader") said that she was the most effective executive that he had ever met.
_Hesselbein on Leadership_ is a compilation of her wonderful essays (largely from the journal "Leader to Leader").
In a world where many leaders have gone for the "quick buck", it is gratifying to hear from someone who is interested in "doing what is right".
Her writing, like her leadership, is direct, honest and to the point. Unlike some leaders who specialize in slogans, she is someone who only writes about what she believes in and is willing to live.
Her work has the unique quality of being both timeless and refreshing.
One of this Centurys Greatest Thought Leaders.......2002-08-28
Hesselbein on Leadership should be on all leaders "must read list". Frances has taken the multidementional, quantum complexity of leadership and given timely gifted guidence in language and concepts that are understood by the intellect in addtion to being rocognized by the soul.
Her thoughtful and thought provoking words are a call for the action of "being" not just "doing". Every sentence rings with truth and power. This is a book you will return to again and again.
Book Description
"This is a treasure-trove of some of the best thinking today on leadership, management, and strategy."
--Journal of Management Consulting
"The Organization of the Future is required reading.... If you don't use this book to help guide your organization through the changes, you may well be left behind."
--Nonprofit World
What do employees expect from the organizations they support? How can organizations maintain stability in times of massive change? These are the questions modern organizations face as they struggle to grow and evolve. The Organization of the Future offers timeless responses from such leading authorities as Peter F. Drucker, C.K. Prahalad, Nathaniel Branden, Lewis E. Platt, Rosabeth Moss Kanter, Jay R. Galbraith, and Deepak Sethi. Their incisive essays reveal:
* How to build "know-how" and "know-who" to develop successful teams
* How to prepare for "breakdowns" and create the nimble, change-adept company
* How to attract, motivate, and retain the best employees
* How seven basic policies can lead to high performance and high self-esteem
* How to support work-life balance and provide flexibility for knowledge workers
Each essay provides observations that will help leaders in business, nonprofits, and government keep their organizations healthy, competitive, and poised for the future.
Customer Reviews:
Outstanding views for today and tomorrow........2001-06-12
'The Organization of the Future' is an outstanding integration of much of the current thinking of leadership, organization, strategy, change, and innovation. Frances Hesselbein, Marshall Goldsmith, and Richard Beckhard (editors) have gathered together in this collection remarkable 49 thought thinkers.
Charles Handy suggests in his chapter that "Margaret Wheatley, in 'Leadership and the New Science,' has written of the danger of believing in Newtonian organization in a quantum age. Newton wasn't wrong. He just wasn't right enough to cope with the dilemmas of science now. Similarly, the old way of looking at organizations wasn't wrong; it just does not capture the real essence of what it means to organize today." On the other hand, Peter F.Drucker notes in his introduction, "...now a totaly different approach is emerging, not replacing the older approaches but being superimposed on them: it says that the purpose of organizations is to get results 'outside,' that is, to achieve performance in the market. The organization is, however, more than a machine...It is more than economic, defined by results in the marketplace. The organization is, above all, 'social.' It is people. Its purpose must therefore be to make the strengths of people effective and their weaknesses irrelevant."
In this context, the editors divide this book into six parts. They write in their preface, "throughout the chapters in this book, the need for organizations is unquestioned. The authors provide a variety of forms and operating plans for organizations today and tomorrow; at the same time, each recognizes the indispensable role of organizations to human accomplishment and achievement."
Highly recommended.
Insightful!.......2001-05-15
Editors Frances Hesselbein, Marshall Goldsmith and Richard Beckhard present a series of short essays by 39 authors describing the structure of tomorrow's organizations. The essays, which are introduced by Peter Drucker, are organized into six main themes: shaping future organizations, new models for working and organizing, organizing for strategic advantage, working and organizing in a wired world, leading people in future organizations and understanding and improving organizational health. Given this approach and more than three dozen authors, some repetition is inevitable, so we [...] wonder if readers will prefer to dip in and choose articles that appeal to them the most. Generally, the book explicates broad trends in structural thinking, almost like a survey of organizational forecasting by top philosophers, authors and leaders in the field. This is sure to intrigue the executives charged with steering large organizations to and through this complex future.
Insightful!.......2001-05-15
Editors Frances Hesselbein, Marshall Goldsmith and Richard Beckhard present a series of short essays by 39 authors describing the structure of tomorrow's organizations. The essays, which are introduced by Peter Drucker, are organized into six main themes: shaping future organizations, new models for working and organizing, organizing for strategic advantage, working and organizing in a wired world, leading people in future organizations and understanding and improving organizational health. Given this approach and more than three dozen authors, some repetition is inevitable, so we [...] wonder if readers will prefer to dip in and choose articles that appeal to them the most. Generally, the book explicates broad trends in structural thinking, almost like a survey of organizational forecasting by top philosophers, authors and leaders in the field. This is sure to intrigue the executives charged with steering large organizations to and through this complex future.
!.......2000-05-11
I am using this book for courses in a degree in leadership. This book is a definite plus! It is a compolation of 28 essays from different scholars and executives and is must read for MBA students and business leaders alike.
Very illuminating, changed my whole perception of myself.......1999-09-27
I am using this book for an MBA course. It is filled with advice and principles that look to the future. The principles are equally applicable to both organization as well as to an individual, if you view yourself as an organiztion of 1.
Average customer rating:
- A Truly Unique Source of Business Wisdom
- Leading ideas by leaders for leaders.
- A leading study from the leading thinkers.
- A comprehensive collection of current leadership thought!
- A GATHERING OF LEADING THINKERS ON LEADERSHIP.
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Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation's Award Winning Journal
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Book Description
"The manager's job is to make human strength effective and human weakness irrelevant."
--Peter F. Drucker
"I am often asked by management students and middle managers, 'How can we make the changes you talk about if we are not at the top?' I reply, 'You can begin where you are, whatever your job. You can bring new insight, new leadership, to your team, your group."
--Frances Hesselbein
"As they say, 'None of us is as smart as all of us.' That is good because the problems we face are too complex to be solved by any one person or any one discipline."
--Warren Bennis
These are just a few of the insights collected in Leader to Leader, an inspiring examination of mission, leadership, values, innovation, building collaborations, shaping effective institutions, and creating community. Management pioneer Peter F. Drucker, Southwest Airlines CEO Herb Kelleher, best-selling authors Warren Bennis, Stephen R. Covey, and Charles Handy, Pulitzer Prize winner Doris Kearns Goodwin, Harvard professors Rosabeth Moss Kanter and Regina Herzlinger, and learning organization expert Peter Senge are among those who share their knowledge and experience in this essential resource. Their essays will spark ideas, open doors, and inspire all those who face the challenge of leading in an ever-changing environment.
For a reader's guide, see www.leaderbooks.org
Customer Reviews:
A Truly Unique Source of Business Wisdom.......2000-11-17
Hesselbein and Cohen have assembled and brilliantly edited "enduring insights on leadership" from the Drucker Foundation's award-winning journal. What a superb selection of essays they offer! The Introduction by Hesselbein (all by itself) is well worth the cost of the book. As for the 37 individual essays, they are organized within seven Parts:
I. On Leaders and Leadership (eg Peter Drucker, Max DePree, and Herb Kelleher)
II. Leading Innovation and Transformation (eg Peter M. Senge, John P. Kotter, and Douglas K. Smith)
III. Leadership in the New Information Economy (eg Esther Dyson, Margaret Wheatley, and Kevin Kelly)
IV. Competitive Strategy in a Global Economy (eg Rosabeth Moss Kanter, Ann Winblad, and Keniche Ohmae)
V. Leading for High Performance (eg Steven R. Covey, Jim Collins, and Noel Tichy)
VI. Building Great Teams (eg Warren Bennis, Jon R. Katzenbach, and J. Richard Hackman)
VII. Leadership Across the Sectors (eg John W. Gardner, Regina Hetzlinger, and James E. Austin)
I know of no other single volume in which so many great business thinkers are represented by so many of their landmark essays. The editors are to be commended for the selections; also for the structure within which those selections are organized. This is "must reading" for leaders and, especially, for whose who aspire to be leaders.
Leading ideas by leaders for leaders........2000-05-24
"People in both in this country and around the world have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "This hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."
In this context, I summarized partially only four of the thirty-seven essays written by talented thinkers as follows:
I. Peter F. Drucker writes: "The three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:
1. Treat people differently, based on their strengths.
2. Set high standards, but give people the freedom and responsibility to do their job.
3. Performance review must be honest, exacting, and an integral part of the job.
4. People learn the most when teaching others.
5. Effective leaders earn respect-but they don't need to be liked.
II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations.
1. Timing is (almost) everything.
2. Anything is possible if you share the glory.
3. Trust, once broken, is seldom restored.
4. Leadership is about building connections.
5. Leaders learn from their mistakes.
6. Confidence-not just in oneself-counts.
7. Effective partnerships reqire devotion to one's partners.
8. Renewal comes from many sources.
9. Leaders must be talent brokers.
10. Language is one's most powerful tool.
III. Warren Bennis argues: "I belive that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:
1. At the heart of every Great Groups is a shared dream.
2. They manage conflict by abandoning individual egos to the pursuit of the dream.
3. They are protected from the "suits".
4. They have a real or invented enemy.
5. They view themselves as winning underdogs.
6. Members pay a personal price.
7. Great Groups make strong leaders.
8. Great Groups are the product of meticulous recruiting.
9. Great Groups are usually young.
10. Real artists ship.
IV. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.
1. Use a team for work that is better done by individuals.
2. Call the performing unit a team but really manage members as individuals.
3. Fall off the authority balance team.
4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.
5. Specify challenging team objectives, but skimp on organizational supports.
6. Assume that members already have all the skills they need to work well as a team.
Not only these essays, but all of the book as a whole is strongly recommended.
A leading study from the leading thinkers........2000-05-22
"People both in this country and around the world also have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "this hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."
In this context, I partially summarized only five of the thirty-seven essays written by thirty-seven talented thinkers.
I. Peter F. Drucker writes: "the three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:
1. Treat people differently, based on their strengths.
2. Set high standards, but give people the freedom and responsibility to do their job.
3. Performance review must be honest, exacting, and an integral part of the job.
4. People learn the most when teaching others.
5. Effective leaders earn respect-but they don't need to be liked.
II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations:
1. Timing is (almost) everything.
2. Anything is possible if you share the glory.
3. Trust, once broken, is seldom restored.
4. Leadership is about building connections.
5. Leaders learn from their mistakes.
6. Confidence-not just in oneself-counts.
7. Effective partnership require devotion to one's partners.
8. Renewal comes from many sources.
9. Leaders must be talent brokers.
10. Language is one's most powerful tool.
III. John P. Kotter argues: "No organization today-large or small, local or global-is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to alter fundamentally the way their organizations do business. These change efforts have paraded under many banners-total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds. Yet according to most assessments, few of these efforts accomplish their goals. Fewer than fifteen of the one hundred or more companies I have studied have successfully transformed themselves." Hence, he lists eight critical steps to transform your organization:
1. Establish a sense of urgency.
2. Form a powerful guiding coalition.
3. Create a vision.
4. Communicate the vision.
5. Empower others to act on the vision.
6. Plan for and create short-term wins.
7. Consolidate improvements and produce still more change.
8. Institutionalize new approaches.
IV. Warren Bennis argues: "I believe that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:
1. At the heart of every Great Group is a shared dream.
2. They manage conflict by abandoning individual egos to the pursuit of the dream.
3. They are protected from the "suits".
4. They have a real or invented enemy.
5. They view themselves as winning underdogs.
6. Members pay a personal price.
7. Great Groups make strong leaders.
8. Great Groups are the product of meticulous recruiting.
9. Great Groups are usually young.
10. Real artists ship.
V. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.
Mistake 1. Use a team for work that is better done by individuals.
Mistake 2. Call the performing unit a team but really manage members as individuals.
Mistake 3. Fall off the authority balance team.
Mistake 4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.
Mistake 5. Specify challenging team objectives, but skimp on organizational supports.
Mistake 6. Assume that members already have all the skills they need to work well as a team.
I highly recommend this excellent collection as a whole.
A comprehensive collection of current leadership thought!.......1999-05-20
The Leader to Leader magazine, from The Drucker Foundation, is consistently one of the best magazines for insightful leadership thinking. Now the 'best of the best' has been gathered for this handbook. Harvard Business School Professor John Kotter's insight into the four most common mistakes that cause change efforts to fail are superb and right on the money -- and his chapter is just one of thirty-seven. I wish this book had been available when I started my leadership journey many years ago! Whether you are just beginning your leadership journey or you are well on your way to becoming a SmartLeader, this book is a resource that you will benefit from today and in the days ahead.
A GATHERING OF LEADING THINKERS ON LEADERSHIP........1999-04-09
This is a collection of outstanding contributions from the Journal of the Drucker Foundation, by leaders and thinkers. Key sections focus on: leaders and leadership; leading innovation and transformation; leadership in the new information economy; competitive strategy in a global economy; leading for high performance; and building great teams.
A few of the contributors include: Peter Drucker, Charles Handy, John Kotter, Rosabeth Moss Kanter, Steven Kerr, Noel Tichy, Stephen Covey, Warren Bennis and Peter Senge. This book offers an enormous amount of rich content. Recommended. Reviewed by Yvette Borcia, Managing Partner, Stern & Associates, co-author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
Book Description
On Mission and Leadership features the best thinking from top experts on inspired leadership, vision, and mission-focused management. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Mission and Leadership is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.
Customer Reviews:
A dozen gems!.......2002-03-30
This book has twelve chapters that address the essentials of mission and leadership. Each one is concise and to the point, a gem of insight. The authors represent academia, industry, nonprofits, and consulting. Each one has a unique perspective shared in clear simple language. The Drucker Foundation has presented a great collection. They share sample chapters on their Web site.
The authors are:
Christopher Bartlett; Warren Bennis; Daniel Goleman; Frances Hesselbein; Dee Hock; Robert Knowling; David M. Lawrence, M.D.; Patrick Lencioni; Henry Mintzberg; C. William Pollard; Anita Roddick; Dave Ulrich, Norm Smallwood, and Jack Zenger.
Book Description
On Creativity, Innovation, and Renewal features the best thinking from top experts on strategic innovation, sparking creativity, and transforming organizations. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Creativity, Innovation, and Renewal is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.
Customer Reviews:
Insights from Wise Minds.......2002-03-30
This small book contains twelve chapters from some of the most respected and talented experts on innovation and renewal. Their chapters are an inspiration to those of us seeking new ways to think and see.
Look at the contributors. They are known for their leadership in science, technology, management, leadership, publishing, and more. Together they provide a tapestry. See the sample chapters at the Drucker Foundation Web site. Buy a copy for your boss and your one for your daughter.
The esteemed authors are:
John Seely Brown; James Champy; Stephen Jay Gould; Gary Hamel and Peter Skarzynski; Frances Hesselbein; Randy Komisar; Dorothy Leonard and Walter Swap; Costas Markides; Nigel Nicholson; Harriet Rubin; Patricia B. Seybold; and Noel Tichy.
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- The Toyota Way
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