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The Leader's Companion

J Thomas Wren

The Leader's Companion

J Thomas Wren

$45.99

Paperback
This book serves as a guided introduction to the rich a diverse perspectives on leadership throughout the ages and throughout the world. Each of the selections, introduced by the editor, presents enlightening thoughts on a different aspect of leadership. Writings by Plato, Aristotle, Lao-tzu and others demonstrate that the challenges of leadership are as old as civilization. Machiavelli, Tolstoy, Ghandi, and W.E.B. Du Bois provide a wide range of insights into the eternal practice and problems of leadership. Modern masters of leadership such as James MacGregor Burns, John Kotter, and Warren Bennis join such leading practitioners as Max De Pree and Roger B. Smith in discussing contemporary issues in leadership theory and practice.

- Publisher Preface Acknowledgments PART I. THE CRISIS OF LEADERSHIP 1. The Cry for Leadership - John W. Gardner 2. The Crisis of Leadership - James MacGregor Burns 3. Defining a Citizen Leader - Richard A. Couto 4. Servant Leadership - Robert K. Greenleaf PART II. WHAT IS LEADERSHIP? 5. Thinking and Learning about Leadership - Thomas F. Cronin 6. Paths of Inquiry into Leadership - Irving J. Spitzberg, Jr. 7. The Meaning of Leadership - Bernard M. Bass 8. What Is Leadership? - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy PART III. HISTORICAL VIEWS OF LEADERSHIP 9. Concepts of Leadership: The Beginnings - Bernard M. Bass 10. The Hero as King - Thomas Carlyle 11. Rulers and Generals Are "History''s Slaves" - Leo Tolstoy 12. The Republic - Plato 13. Politics - Aristotle 14. How Princes Should Keep Faith - Niccolo Machiavelli 15. Tao Te Ching - Lao-tzu 16. Satyagraha - Mohandas Gandhi 17. The Talented Tenth - W.E.B. Du Bois PART IV MODERN VIEWS OF LEADERSHIP 18. Contemporary Leadership Theory - Martin M. Chemers 19. Transactional and Transforming Leadership - James MacGregor Burns 20. The Transformation of Transforming Leadership - Richard A. Couto 21. Beyond the Charismatic Leader: Leadership and Organizational Change - David A. Nadler and Michael L. Tushman 22. What Leaders Really Do - John P. Kotter PART V THE LEADER 23. Personal Factors Associated with Leadership - Ralph M. Stogdill 24. Leadership: Do Traits Matter? - Shelley A. Kirkpatrick and Edwin A. Locke 25. Behavioral Theories of Leadership - Paul Hersey and Kenneth H. Blanchard 26. Ways Women Lead - Judy B. Rosener 27. Would Women Lead Differently - Virginia Schein 28. Women and Minorities in Management - Ann M. Morrison and Mary Ann Von Glinow PART VI. THE FOLLOWERS 29. Leaders and Followers - John W. Gardner 30. Leaders and Followers Are the People in this Relationship - Joseph C. Rost 31. In Praise of Followers - Robert E. Kelley PART VII. LEADERS AND FOLLOWERS TOGETHER 32. Situational Leadership - Paul Hersey and Kenneth H. Blanchard 33. SuperLeadership: Beyond the Myth of Heroic Leadership - Charles C. Manz and Henry P. Sirns 34. Domination/Subordination - Jean B. Miller 35. Challenging the Barriers to Opportunity - Anne M. Morrison PART VIII. THE LEADERSHIP ENVIRONMENT 36. The Historical and Contemporary Contexts of Leadership: A Conceptual Model - J. Thomas Wren and Marc J. Swatez 37. Cultural Constraints in Management Theories - Geert Hofstede 38. Defining Organizational Culture - Edgar H. Schein 39. Strong Cultures: A New "Old Rule" for Business Success - Terrence E. Deal and Allan A. Kennedy 40. Leadership in Large-Scale Organized Systems - John W. Gardner 41. Leadership and Democracy - Thomas E. Cronin 42. The Making of a Citizen Leader - Cheryl Mabey 43. Martin Luther King, Jr.: Charismatic Leadership in a Mass Struggle - Clayborne Carson PART IX. LEADING INDIVIDUALS 44. Understanding and Influencing Follower Motivation - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy 45. Power, Influence, and Influence Tactics - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy PART X. LEADING GROUPS 46. Developmental Sequence in Small Groups - Bruce W. Tuckman 47. Groupthink - Irving Janis PART XI. THE SKILLS OF A LEADER 48. The Artform of Leadership - Warren Bennis 49. What It Means to Think Critically - Stephen D. Brookfield 50. Common Views of Organizations - Lee G. Bolman and Terrence E. Deal 51. Choosing a Fundamental Change Strategy - Richard Beckhard and Wendy Pritchard 52. Visionary Leadership - Marshall Sashkin 53. The Decision-Making Process - E. Frank Harrison 54. Decision Making and the Leadership Process - Victor H. Vroor 55. Leadership Communication Skills - Michael Z. Hackman and Craig E. Johnson 56. Designing Systems for Resolving Disputes in Organizations - Jeanne M. Brett, Stephen B. Goldberg, and William L. Ury PART XII. LEADERSHIP IN PRACTICE 57. Leadership Jazz - Max De Pree 58. Redefining Leadership for the Next Century - Lynne Joy McFarland, Larry E. Senn, and John R. Childress 59. Talent and Training for Leadership - Roger B. Smith 60. A New Vision of Leadership - Michele Darling PART XIII. PRACTICING MORAL LEADERSHIP 61. Moral Leadership - James MacGregor Burns 62. Moral Development in Individuals - Howard T. Prince II 63. Messages from the Environment: The Influence of Policies and Practices on Employee Responsibility - Joanne B. Ciulla 64. Universal Human Values: Finding an Ethical Common Ground - Rushworth M. Kidder References Name Index Subject Index

- Publisher Chapter 1 The Cry for Leadership John W. Gardner John Gardner has served six presidents of the United States in various leadership capacities. He was Secretary of Health, Education and Welfare, founding chairman of Common Cause, co-founder of the Independent Sector, chairman of the National Coalition, and president of the Carnegie Corporation and Foundation. He is currently the Miriam and Peter Haas Centennial Professor at Stanford Business School. Why do we not have better leadership? The question is asked over and over. We complain, express our disappointment, often our outrage; but no answer emerges. When we ask a question countless times and arrive at no answer, it is possible that we are asking the wrong question -- or that we have misconceived the terms of the query. Another possibility is that it is not a question at all but simply convenient shorthand to express deep and complex anxieties. It would strike most of our contemporaries as old-fashioned to cry out, "What shall we do to be saved?" And it would be time-consuming to express fully our concerns about the social disintegration, the moral disorientation, and the spinning compass needle of our time. So we cry out for leadership. To some extent the conventional views of leadership are shallow, and set us up for endless disappointment. There is an element of wanting to be rescued, of wanting a parental figure who will set all things right. Such fantasies for grown-up children should not lead us to dismiss the need for leaders nor the insistent popular expression of that need. A great many people who are not given to juvenile fantasies want leaders -- leaders who are exemplary, who inspire, who stand for something, who help us set and achieve goals. Unfortunately, in popular thinking on the subject, the mature need and the childlike fantasies interweave. One of [my] tasks...is to untangle them, and to sketch what is realistically possible. Leadership is such a gripping subject that once it is given center stage it draws attention away from everything else. But attention to leadership alone is sterile -- and inappropriate. The larger topic of which leadership is a subtopic isthe accomplishment of group purpose,which is furthered not only by effective leaders but also by innovators, entrepreneurs and thinkers; by the availability of resources; by questions of morale and social cohesion; and by much else that I discuss....It is not my purpose to deal with either leadership or its related subjects comprehensively. I hope to illuminate aspects of the subject that may be of use in facing our present dilemmas -- as a society and as a species. The Issues Behind the Issues We are faced with immensely threatening problems -- terrorism, AIDS, drugs, depletion of the ozone layer, the threat of nuclear conflict, toxic waste, the real possibility of economic disaster. Even moderately informed citizens could extend the list. Yet on none of the items listed does our response acknowledge the manifest urgency of the problem. We give every appearance of sleepwalking through a dangerous passage of history. We see the life-threatening problems, but we do not react. We are anxious but immobilized. I do not find the problems themselves as frightening as the questions they raise concerning our capacity to gather our forces and act. No doubt many of the grave problems that beset us have discoverable, though difficult, solutions. But to mobilize the required resources and to bear what sacrifices are necessary calls for a capacity to focus our energies, a capacity for sustained commitment. Suppose that we can no longer summon our forces to such effort. Suppose that we have lost the capacity to motivate ourselves for arduous exertions in behalf of the group. A discussion of leadership cannot avoid such questions. Could it be that we suppress our awareness of problems -- however ominous -- because we have lost all convicti

- Publisher

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About "The Leader's Companion"

This book serves as a guided introduction to the rich a diverse perspectives on leadership throughout the ages and throughout the world. Each of the selections, introduced by the editor, presents enlightening thoughts on a different aspect of leadership. Writings by Plato, Aristotle, Lao-tzu and others demonstrate that the challenges of leadership are as old as civilization. Machiavelli, Tolstoy, Ghandi, and W.E.B. Du Bois provide a wide range of insights into the eternal practice and problems of leadership. Modern masters of leadership such as James MacGregor Burns, John Kotter, and Warren Bennis join such leading practitioners as Max De Pree and Roger B. Smith in discussing contemporary issues in leadership theory and practice.
- Publisher

Preface Acknowledgments PART I. THE CRISIS OF LEADERSHIP 1. The Cry for Leadership - John W. Gardner 2. The Crisis of Leadership - James MacGregor Burns 3. Defining a Citizen Leader - Richard A. Couto 4. Servant Leadership - Robert K. Greenleaf PART II. WHAT IS LEADERSHIP? 5. Thinking and Learning about Leadership - Thomas F. Cronin 6. Paths of Inquiry into Leadership - Irving J. Spitzberg, Jr. 7. The Meaning of Leadership - Bernard M. Bass 8. What Is Leadership? - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy PART III. HISTORICAL VIEWS OF LEADERSHIP 9. Concepts of Leadership: The Beginnings - Bernard M. Bass 10. The Hero as King - Thomas Carlyle 11. Rulers and Generals Are "History''s Slaves" - Leo Tolstoy 12. The Republic - Plato 13. Politics - Aristotle 14. How Princes Should Keep Faith - Niccolo Machiavelli 15. Tao Te Ching - Lao-tzu 16. Satyagraha - Mohandas Gandhi 17. The Talented Tenth - W.E.B. Du Bois PART IV MODERN VIEWS OF LEADERSHIP 18. Contemporary Leadership Theory - Martin M. Chemers 19. Transactional and Transforming Leadership - James MacGregor Burns 20. The Transformation of Transforming Leadership - Richard A. Couto 21. Beyond the Charismatic Leader: Leadership and Organizational Change - David A. Nadler and Michael L. Tushman 22. What Leaders Really Do - John P. Kotter PART V THE LEADER 23. Personal Factors Associated with Leadership - Ralph M. Stogdill 24. Leadership: Do Traits Matter? - Shelley A. Kirkpatrick and Edwin A. Locke 25. Behavioral Theories of Leadership - Paul Hersey and Kenneth H. Blanchard 26. Ways Women Lead - Judy B. Rosener 27. Would Women Lead Differently - Virginia Schein 28. Women and Minorities in Management - Ann M. Morrison and Mary Ann Von Glinow PART VI. THE FOLLOWERS 29. Leaders and Followers - John W. Gardner 30. Leaders and Followers Are the People in this Relationship - Joseph C. Rost 31. In Praise of Followers - Robert E. Kelley PART VII. LEADERS AND FOLLOWERS TOGETHER 32. Situational Leadership - Paul Hersey and Kenneth H. Blanchard 33. SuperLeadership: Beyond the Myth of Heroic Leadership - Charles C. Manz and Henry P. Sirns 34. Domination/Subordination - Jean B. Miller 35. Challenging the Barriers to Opportunity - Anne M. Morrison PART VIII. THE LEADERSHIP ENVIRONMENT 36. The Historical and Contemporary Contexts of Leadership: A Conceptual Model - J. Thomas Wren and Marc J. Swatez 37. Cultural Constraints in Management Theories - Geert Hofstede 38. Defining Organizational Culture - Edgar H. Schein 39. Strong Cultures: A New "Old Rule" for Business Success - Terrence E. Deal and Allan A. Kennedy 40. Leadership in Large-Scale Organized Systems - John W. Gardner 41. Leadership and Democracy - Thomas E. Cronin 42. The Making of a Citizen Leader - Cheryl Mabey 43. Martin Luther King, Jr.: Charismatic Leadership in a Mass Struggle - Clayborne Carson PART IX. LEADING INDIVIDUALS 44. Understanding and Influencing Follower Motivation - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy 45. Power, Influence, and Influence Tactics - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy PART X. LEADING GROUPS 46. Developmental Sequence in Small Groups - Bruce W. Tuckman 47. Groupthink - Irving Janis PART XI. THE SKILLS OF A LEADER 48. The Artform of Leadership - Warren Bennis 49. What It Means to Think Critically - Stephen D. Brookfield 50. Common Views of Organizations - Lee G. Bolman and Terrence E. Deal 51. Choosing a Fundamental Change Strategy - Richard Beckhard and Wendy Pritchard 52. Visionary Leadership - Marshall Sashkin 53. The Decision-Making Process - E. Frank Harrison 54. Decision Making and the Leadership Process - Victor H. Vroor 55. Leadership Communication Skills - Michael Z. Hackman and Craig E. Johnson 56. Designing Systems for Resolving Disputes in Organizations - Jeanne M. Brett, Stephen B. Goldberg, and William L. Ury PART XII. LEADERSHIP IN PRACTICE 57. Leadership Jazz - Max De Pree 58. Redefining Leadership for the Next Century - Lynne Joy McFarland, Larry E. Senn, and John R. Childress 59. Talent and Training for Leadership - Roger B. Smith 60. A New Vision of Leadership - Michele Darling PART XIII. PRACTICING MORAL LEADERSHIP 61. Moral Leadership - James MacGregor Burns 62. Moral Development in Individuals - Howard T. Prince II 63. Messages from the Environment: The Influence of Policies and Practices on Employee Responsibility - Joanne B. Ciulla 64. Universal Human Values: Finding an Ethical Common Ground - Rushworth M. Kidder References Name Index Subject Index
- Publisher

Chapter 1 The Cry for Leadership John W. Gardner John Gardner has served six presidents of the United States in various leadership capacities. He was Secretary of Health, Education and Welfare, founding chairman of Common Cause, co-founder of the Independent Sector, chairman of the National Coalition, and president of the Carnegie Corporation and Foundation. He is currently the Miriam and Peter Haas Centennial Professor at Stanford Business School. Why do we not have better leadership? The question is asked over and over. We complain, express our disappointment, often our outrage; but no answer emerges. When we ask a question countless times and arrive at no answer, it is possible that we are asking the wrong question -- or that we have misconceived the terms of the query. Another possibility is that it is not a question at all but simply convenient shorthand to express deep and complex anxieties. It would strike most of our contemporaries as old-fashioned to cry out, "What shall we do to be saved?" And it would be time-consuming to express fully our concerns about the social disintegration, the moral disorientation, and the spinning compass needle of our time. So we cry out for leadership. To some extent the conventional views of leadership are shallow, and set us up for endless disappointment. There is an element of wanting to be rescued, of wanting a parental figure who will set all things right. Such fantasies for grown-up children should not lead us to dismiss the need for leaders nor the insistent popular expression of that need. A great many people who are not given to juvenile fantasies want leaders -- leaders who are exemplary, who inspire, who stand for something, who help us set and achieve goals. Unfortunately, in popular thinking on the subject, the mature need and the childlike fantasies interweave. One of [my] tasks...is to untangle them, and to sketch what is realistically possible. Leadership is such a gripping subject that once it is given center stage it draws attention away from everything else. But attention to leadership alone is sterile -- and inappropriate. The larger topic of which leadership is a subtopic isthe accomplishment of group purpose,which is furthered not only by effective leaders but also by innovators, entrepreneurs and thinkers; by the availability of resources; by questions of morale and social cohesion; and by much else that I discuss....It is not my purpose to deal with either leadership or its related subjects comprehensively. I hope to illuminate aspects of the subject that may be of use in facing our present dilemmas -- as a society and as a species. The Issues Behind the Issues We are faced with immensely threatening problems -- terrorism, AIDS, drugs, depletion of the ozone layer, the threat of nuclear conflict, toxic waste, the real possibility of economic disaster. Even moderately informed citizens could extend the list. Yet on none of the items listed does our response acknowledge the manifest urgency of the problem. We give every appearance of sleepwalking through a dangerous passage of history. We see the life-threatening problems, but we do not react. We are anxious but immobilized. I do not find the problems themselves as frightening as the questions they raise concerning our capacity to gather our forces and act. No doubt many of the grave problems that beset us have discoverable, though difficult, solutions. But to mobilize the required resources and to bear what sacrifices are necessary calls for a capacity to focus our energies, a capacity for sustained commitment. Suppose that we can no longer summon our forces to such effort. Suppose that we have lost the capacity to motivate ourselves for arduous exertions in behalf of the group. A discussion of leadership cannot avoid such questions. Could it be that we suppress our awareness of problems -- however ominous -- because we have lost all convicti
- Publisher

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Product Details

Product Details
  • Catalogue Code 182551
  • Product Code 0028740912
  • EAN 9780028740911
  • Pages 376
  • Department Academic
  • Category Leadership
  • Sub-Category General
  • Publisher Free Press
  • Publication Date Aug 1995
  • Dimensions 237 x 157 x 35 mm
  • Weight 0.601kg

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