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Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation's Award Winning Journal [Hardcover]

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Item Specifications...

Pages   416
Est. Packaging Dimensions:   Length: 9.26" Width: 6.22" Height: 1.31"
Weight:   1.5 lbs.
Binding  Hardcover
Release Date   Feb 19, 1999
Publisher   Jossey-Bass
ISBN  0787947261  
EAN  9780787947262  


Availability  0 units.


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Item Description...
Overview
The challenges of today and tomorrow demand new ways of leading organizations, building collaborations, and creating communities. Since its premier issue, the award-winning journal Leader to Leader has presented the best thinking of leaders, for leaders. This first collection of articles from the widely acclaimed journal brings together the timely but classic wisdom of world-renowned leaders, best-selling writers, legendary thinkers, and esteemed business philosophers.

Please note: This product is available for shipping to addresses inside the United States only.

Publishers 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


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More About Frances Hesselbein

Register your artisan biography and upload your photo! FRANCES HESSELBEIN is chairman of the board of governors of the Peter F. Drucker Foundation for Nonprofit Management and editor-in-chief of Leader to Leader. She was awarded the Presidential Medal of Freedom, the nation's highest civilian honor, in 1998. PAUL M. COHEN is managing editor of Leader to Leader and coauthor of Working Wisdom. He previously edited Tom Peters' newsletter, On Achieving Excellence.

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Reviews - What do our customers think?
A Truly Unique Source of Business Wisdom  Nov 17, 2000
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.  May 24, 2000
"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.  May 22, 2000
"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!  May 20, 1999
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.  Apr 9, 1999
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.

 

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