Name: Leaders: Strategies for Taking Charge
SKU: 452074
Price: 29500 KRW
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Author: Bennis
ISBN: 9780060559540

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직수입양서 Leaders: Strategies for Taking Charge

Strategies for Taking Charge Paperback

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Bennis, Warren G. / Nanus, Burt

Harper Business 2003.10.01.

번역서: 워렌 베니스의 리더와 리더십

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시리즈 태그 업체 공지사항 중고직수입양서 소개 구성 소개 특별 구성 MD 한마디 카드뉴스 상세 이미지 책소개 관련 동영상 목차 저자 소개 관련분류 품목정보 만든이 코멘트 예스24 리뷰 책 속으로 줄거리 캐스팅 관련 자료 부가 영상 출판사 리뷰 전문가 리뷰 추천평

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These are the hard times inwhich a genius would wish to live. Great necessities call forth great leaders. Abigail Adams 1790, in a letter to Thomas Jefferson "Leadership" is a word on everyone's lips. The young attack it and the old grow wistful for it. Parents have lost it and police seek it. Experts claim it and artists spurn it, while scholars want it. Philosophers reconcile it (as authority) with liberty and theologians demonstrate its compatibility with conscience. If bureaucrats pretend they have it, politicians wish they did. Everybody agrees that there is less of it than there used to be. The matter now stands as a certain Mr. Wildman thought it stood in 1648: "Leadership hath been broken into pieces." At the same time, history effervesces with the names of individuals who have provided extraordinary leadership and risen to the challenges of their eras: Winston Churchill. Mahatma Gandhi. Golda Meir. Franklin D. Roosevelt. Their leadership built great nations. Tom Watson. Edwin Land. Alfred P. Sloan. Their leadership built great organizations. Often the enormousness of present-day challenges and the pace of change seem unaccompanied by great notions and the great people to implement them. This void, like so many darknesses, may augur new leaders. And certainly in this moratorium new concepts of leadership have incubated. With the emergence of great men and women we can anticipate exciting new visions of power. The need was never so great. A chronic crisis of governance--that is, the pervasive incapacity of organizations to cope with the expectations of their constituents--is now an overwhelming factor worldwide. If there was ever a moment in history when acomprehensive strategic view of leadership was needed, not just by a few leaders in high office but by large numbers of leaders in every job, from the factory floor to the executive suite, from a McDonald's fast-food franchise to a law firm, this is certainly it. This book was written in the belief that leadership is the pivotal force behind successful organizations and that to create vital and viable organizations, leadership is necessary to help organizations develop a new vision of what they can be, then mobilize the organization to change toward the new vision. General Motors, AT&T, Citicorp, IBM, Chase Manhattan, Disney, Eastman Kodak and G.E. represent a partial sample of major U.S. corporations investing in major organizational transformations to ensure long-term vitality. The main stem-winder, in all cases, is the leadership. The new leader, which is what this book is about, is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change. We refer to this as "transformative leadership" and will return to this concept throughout.1 But before going any further, we'd like to say a few things about leadership and today's managerial context, which makes leadership so problematic. A New Theory on Leadership Through the years, our view of what leadership is and who can exercise it has changed considerably. Leadership competencies have remained constant, but our understanding of what it is, how it works, and the ways in which people learn to apply it has shifted. We do have the beginnings of a general theory of leadership, from history and social research and above all from the ruminations of reflectivepractitioners such as Moses, Pericles, Julius Caesar, Jesus Christ, Martin Luther, Niccol• Machiavelli and James Madison, and in our own time from such disparate sources of wisdom as Gandhi, V. I. Lenin, Harriet Tubman, Winston Churchill, Eleanor Roosevelt, Charles de Gaulle, Dean Acheson, Mao Tse-tung, Chester Barnard, Martin Luther King, Jr., John Gardner and Henry Kissinger, who have very little in common except that they have not only been there but tried with some candor to speculate on paper about it. But folklore and reflective observation are not enough except to convince us that leaders are physically strong and abnormally hard workers. Today we are a little closer to understanding how and who people lead, but it wasn't easy getting there. Decades of academic analysis have given us more than 850 definitions of leadership. Literally thousands of empirical investigations of leaders have been conducted in the last seventy-five years alone, but no clear and unequivocal understanding exists as to what distinguishes leaders from nonleaders, and perhaps more important, what distinguishes "effective" leaders from "ineffective" leaders and "effective" organizations from "ineffective" organizations. Never have so many labored so long to say so little. Multiple interpretations of leadership exist, each providing a sliver of insight but each remaining an incomplete and wholly inadequate explanation. Most of these definitions don't agree with each other, and many of them would seem quite remote to the leaders whose skills are being dissected. Definitions reflect fads, fashions, political tides and academic trends. They don't always reflect reality and sometimes they justrepresent nonsense. It's as if what Braque once said about art is also true of leadership: "The only thing that matters in art is the part that cannot be explained." Leadership skills were once thought a matter of birth. Leaders were born, not made, summoned to their calling through some unfathomable process. This might be called the "Great Man" theory of leadership. It saw power as being vested in a very limited number of people whose inheritance and destiny made them leaders. Those of the right breed could lead; all others must be led. Either you had it or you didn't. No amount of learning or yearning could change your fate. When this view failed to explain leadership, it was replaced by the notion that great events made leaders of otherwise ordinary people. Presumably Lenin was just "milling about" when a revolution pounced on his deliberations, and Washington was simply "on hand" when the colonies opted for countrydom. This "Big Bang" idea in which the situation and the followers combined to make a leader, like the "Great Man" theory, was another inadequate definition. Like love, leadership continued to be something everyone knew existed but nobody could define. Many other theories of leadership have come and gone. Some looked at the leader. Some looked at the situation. None has stood the test of time. With such a track record, it is understandable why leadership research and theory have been so frustrating as to deserve the label "the La Brea Tar Pits" of organizational inquiry. Located in Los Angeles, these asphalt pits house the remains of a long sequence of prehistoric animals that came to investigate but never left the area. Now, in a stasis uninterrupted by eitherGreat Men or Big Bangs, we have a new opportunity to appraise our leaders and ponder the essence of power. These days power is conspicuous in its absence. Powerlessness in the face of crisis. Powerlessness in the face of complexity. With contradiction and polarization of thought and action, power has been sabotaged while a kind of plodding pandemonium surges. Institutions have been rigid, slothful or mercurial. Supposed leaders seem ignorant and out of touch, insensitive and unresponsive. Worst of all, solutions have been jerrybuilt or they have not been built at all. The Context of Leadership All of which has created a managerial mayhem that can be more fully understood only if we examine the leadership environment of today. That can be summarized under three major contexts: "commitment, complexity" and "credibility." Commitment Public Agenda Forum 2 undertook a major survey of the American nonmanagerial workforce in the early '80s with the following disturbing results: <UL><LI>Fewer than 1 out of every 4 jobholders said tha

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Foreword To The Second Edition ..... ix
Acknowledgments ..... xv

Mistaking Charge ..... 1
A New Theory Of Leadership ..... 3
The Context Of Leadership ..... 6
Paradigm Shifts ..... 12

Leading Others, Managing Yourself ..... 18
The Four Strategies ..... 24
Empowerment: The Dependent Variable ..... 73
Plan For Implementation ..... 78

Strategy I: Attention Through Vision ..... 80
Vision And Organizations ..... 82
Paying Attention: The Leader's Search For Vision ..... 88
Synthesizing Vision: The Leader's Choice For Direction ..... 94
Focusing Attention: The Leader's Search For Commitment ..... 99

Strategy II: Meaning Through Communication ..... 102
Three Styles Of Social Architecture ..... 11
0 Tools Of The Social Architect ..... 129
Changing The Social Architecture ..... 136

Strategy III: Trust Through Positioning ..... 141
Organizations And Their Environments ..... 144
Quest For Position ..... 155
Lessons For Leadership ..... 171

Strategy IV. The Deployment Of Self ..... 175
The Learning Organization ..... 178
Innovative Learning ..... 182
Leading The Learning Organization ..... 190
Organizing For Innovative Learning ..... 195

Taking Charge: Leadership And Empowerment ..... 200
Management Education ..... 204
Dispelling Myths ..... 206
Toward The New Millennium ..... 211

A Final Note ..... 218

Notes ..... 221
Index ..... 227

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저자 소개

저자 : 워렌 베니스

세계 최고 리더십 전문가인 워렌 베니스는 서던캘리포니아대학교의 경영학 교수이자 리더십연구소의 초대 학장을 역임했다. 전 세계의 다국적 기업과 정부를 상대로 컨설턴트 활동을 하면서 오늘날 리더에 관해 재인식할 수 있는 계기를 마련한 그를 《포브스》는 ‘리더십 대가들의 학장’이라고 칭송했다. 또한 그는 현재 공중의 리더십을 위한 하버드대학교센터의 자문위원회 의장으로 활동하고 있다. 『위대한 이인자들』, 『워렌 베니스의 리더십 기술』, 『퓨처 리더십』, 『시대와 리더십』 등을 비롯하여 수십 권의 책을 저술한 그는 명실공히 리더십 분야의 최고 전문가이다.

저자 : 버트 나누스

서던캘리포니아대학교의 경영학 명예교수이며 리더십연구소 소장으로 리더십을 주제로 한 『Leaders Who Make a Difference』, 『Visionary Leadership』, 『The Leader's Edge』 등 십여 권의 책을 펴냈다.

품목정보

발행일: 2003년 10월 01일

쪽수, 무게, 크기: 256쪽 | 186g | 140*200*10mm

ISBN13: 9780060559540

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