Leadership Without Easy Answers Ebook Download
Roseanne Gennett
getAbstract Summary: Get the key points from this book in less than 10 minutes.This book provides a discussion of just how complicated leadership is and how challenging it can be to lead in a responsible, ethical fashion. Ronald A. Heifetz analyzes a number of leaders who faced not just crises, but transformational situations. As the book's title promises, Heifetz doesn't take shortcuts; he carefully looks at the complexities that leadership, power and authority involve. His examples range from Mohandas Gandhi and Martin Luther King Jr. to former U.S. president Lyndon B. Johnson to Adolf Hitler. To make his point, he uses metaphors from biology, music and the military and draws lessons from history. getAbstract recommends this thoughtful look at leadership to all serious students of the topic. It will force you to reject the easy, superficial answers that make up so much of leadership literature. In their place, Heifetz offers approaches for observing contexts, balancing various factors and monitoring growth.Book Publisher:Belknap Press Publisher: getAbstract OverDrive Read
- File size: 57 KB Release date: January 1, 2017
- File size: 59 KB Release date: January 1, 2017
EPUB ebook
getAbstract Summary: Get the key points from this book in less than 10 minutes.This book provides a discussion of just how complicated leadership is and how challenging it can be to lead in a responsible, ethical fashion. Ronald A. Heifetz analyzes a number of leaders who faced not just crises, but transformational situations. As the book's title promises, Heifetz doesn't take shortcuts; he carefully looks at the complexities that leadership, power and authority involve. His examples range from Mohandas Gandhi and Martin Luther King Jr. to former U.S. president Lyndon B. Johnson to Adolf Hitler. To make his point, he uses metaphors from biology, music and the military and draws lessons from history. getAbstract recommends this thoughtful look at leadership to all serious students of the topic. It will force you to reject the easy, superficial answers that make up so much of leadership literature. In their place, Heifetz offers approaches for observing contexts, balancing various factors and monitoring growth.Book Publisher:Belknap Press Business Management Nonfiction Details Publisher:
getAbstract
The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don t deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader s inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority activists as well as presidents, managers as well as workers on the front line. (jacket). Codice articolo 125183
This is, however, a false dilemmabuilt on the conflation of leadershipand the type of power that derivesfrom authority. It assumes foundationsthat choose to take a proactiverole in solving social problems mustfigure out the answer for themselves,and then impose it on their grantees.This traditional view of leadershiphas been displaced in recent years bya much more subtle, dynamic viewof social change in which people andinstitutions that lead are not expectedto know the answer and bear the full responsibility forproblem solving. Instead, they try to create and sustainthe conditions through which stakeholders take responsibilityfor tackling tough problems and generatinganswers that are better adapted to the politics, culture,and history of their situation. This new approach,known as adaptive leadership, avoids the classic dilemmabetween proactive and passive grantmaking, offeringfoundations a far more powerful model for socialchange.2 It also challenges many traditional foundationpractices and assumptions.
Presidents of the United States occupy a position offormal authority; sometimes they lead, other timesthey do not. But many others who are seen to be leadersdo not occupy such power perches, such as MartinLuther King, Gandhi, and Margaret Sanger. They ledwith virtually no formal authority, and even their moralauthority accumulated long after their leadership wasunder way. Political candidates have no formal powerbefore they are elected, yet they can demonstrate leadership.Similarly, social entrepreneurs like J.B. Schramm,who revolutionized college access for low-income highschool graduates, can lead significant social and politicalchange without any formal authority.
Perhaps this is the biggest shift in thinking of all: Iffoundations are to become effective institutions of adaptiveleadership, they must understand the value ofemploying their expertise, political access, media skills,and bold strategies, rather than just their grant dollars,to generate change in society. They should rejectthe artificial dichotomy between proactive and passivegrantmaking, and firmly lead social change withoutimposing the answers.
Johnson, Tim. Crisis leadership: how to lead in times of crisis, threat and uncertainty. Bloomsbury Business, 2018. 252p index ISBN 9781472942821, $35.00; ISBN 9781472942845 ebook, $23.99.
Reviewed in CHOICE May 2008
Koehn, Nancy. Forged in crisis: the power of courageous leadership in turbulent times. Scribner, 2017. 517p index ISBN 9781501174445, $35.00; ISBN 9781501174469 ebook, contact publisher for price.
Reviewed in CHOICE March 2018
Sharing genuinely new insight, gained from original research, helps your content to stand out. A provocative or counterintuitive point of view also helps. All too often, companies are scared of expressing a strong point of view in their thought leadership, but without taking a stand, they will find that their content simply does not resonate.
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Lean In: Women, Work, and the Will to Lead by Facebook executive Sheryl Sanderson is one of the most popular leadership books for women. Inspired by personal experience and a TED Talk Sanderson gave in 2010, Lean In details the ways women hold back and miss career opportunities by being passive and polite. Sanderson encourages women to seek strong mentors, advocate for themselves, and assert their place in the business world. These actions can empower women to transform into leaders instead of merely accepting assigned roles.
These four general approaches attempt to define leadership objecshytively without making value judgments When defining leadership in terms of prominence authority and influence however these theoshyries introduce value-biases implicitly without declaring their introshyduction and without arguing for the necessity of the values introduced24 From a research point of view this presents no real problem Indeed it simplifies the analytic task The problem emerges when we communicate and model these descriptions as leadership because leadership in many cultures is a normative idea-it repshyresents a set of orienting values as do words like hero and chamshypion25 If we leave the value implications of our teaching and practice unaddressed we encourage people perhaps unwittingly to
Although these theories were designed primarily for value-free description and analysis they still shed light on how to think about practice For example the trait theorists encourage us to believe that individuals can indeed make a difference No activist can operate without that assumption Furthermore the decades of scholarship devoted to sifting and analyzing generic skills provide us with some basis to define the goals of leadership education The situational approach directs us toward examining how the activity of leadership differs depending on the context Coupled with the contingency approach it tells us that the task of contextual diagnosis is central to leadership In addition it provides a host of variables to consider in analyzing different situations and the style of leadership that might apply This will be critical to those who lead For example continshygency theory frames the key question Which situations call for authoritarian behavior and which demand democratic processes28 The transactional theorists contribute the basic idea that authority consists of reciprocal relationships people in authority influence constituents but constituents also influence them We forget this at our peril
Rather than define leadership either as a position of authority in a social structure or as a personal set of characteristics we may find it a great deal more useful to define leadership as an activity29 This allows for leadership from multiple positions in a social structure A President and a clerk can both lead It also allows for the use of a variety of abilities depending on the demands of the culture and situation Personal abilities are resources for leadership applied difshyferently in different contexts As we know at times they are not applied at all Many people never exercise leadership even though they have the personal qualities we might commonly associate with it30 By unhinging leadership from personality traits we permit obshyservations of the many different ways in which people exercise plenty of leadership everyday without being leaders
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