Authentic Leadership and over one million other books are available for Amazon Kindle. Learn more
Qty:1
  • List Price: $32.00
  • Save: $14.57 (46%)
FREE Shipping on orders over $35.
Only 5 left in stock (more on the way).
Ships from and sold by Amazon.com.
Gift-wrap available.
Add to Cart
FREE Shipping on orders over $35.
Condition: Used: Like New
Add to Cart
Have one to sell? Sell on Amazon
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See this image

Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value Hardcover – August 1, 2003


See all 7 formats and editions Hide other formats and editions
Amazon Price New from Used from
Kindle
"Please retry"
Hardcover
"Please retry"
$17.43
$2.40 $0.01

Frequently Bought Together

Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value + True North: Discover Your Authentic Leadership + Finding Your True North: A Personal Guide
Price for all three: $51.34

Buy the selected items together

NO_CONTENT_IN_FEATURE
NO_CONTENT_IN_FEATURE

Product Details

  • Hardcover: 240 pages
  • Publisher: Jossey-Bass; 1 edition (August 1, 2003)
  • Language: English
  • ISBN-10: 0787969133
  • ISBN-13: 978-0787969134
  • Product Dimensions: 9.1 x 6.3 x 1.2 inches
  • Shipping Weight: 13.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (46 customer reviews)
  • Amazon Best Sellers Rank: #756,636 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

George, a former Medtronic CEO, sets the tone early in his book: "Somewhere along the way we lost sight of the imperative of selecting leaders that create healthy corporations for the long term." It would be wonderful if George then provided readers hungry for change with a blueprint for how this could happen; alas, such is not the case. George's thesis-too many CEOs think only in the short term and of the stock price, eventually losing a company's focus in the hurtling pursuit of Wall Street validation-is not a bad one.. His proposal: a call for "authentic leadership," that is, finding a leader who doesn't try to emulate the greats, because such copycatting will never result in authenticity or honest leadership. It all gets a bit fuzzy at times, and George (who BusinessWeek recognized as a top-25 manager in 1998) relies far too much on his experience at Medtronic, a medical technology producer. Although George's company seems a good example of what he's talking about (he once made headlines by boldly declaring "Shareholders come third," after customers and employees), there's not a rigorous enough attempt here to make that example universally applicable. Though superbly moral and inspiring, this volume is not as helpful as it could be.
Copyright 2003 Reed Business Information, Inc.

Review

“…even sceptics will like the book’s balanced tone...” (Management Today, Feb. 2005)

George candidly recounts his experiences as chair and CEO of Medtronic, a medical technology producer, and makes a case that we need new, authentic business leaders. The five essential dimensions of "authentic" leaders are purpose, values, heart, relationships, and self-discipline. In the scorched, post-Enron corporate world, this motivational how-to will help developing business leaders find the path to personal and business success. (Best Business Books 2003, Library Journal, March 15, 2004)

George, a former Medtronic CEO, sets the tone early in his book: "Somewhere along the way we lost sight of the imperative of selecting leaders that create healthy corporations for the long term." It would be wonderful if George then provided readers hungry for change with a blueprint for how this could happen; alas, such is not the case. George's thesis - too many CEOs think only in the short term and of the stock price, eventually losing a company's focus in the hurtling pursuit of all Street validation - is not a bad one. His proposal: a call for "authentic leadership," that is, finding a leader who doesn't try to emulate the greats, because such copycatting will never result in authenticity or honest leadership. It all gets a bit fuzzy at times, and George (who BusinessWeek recognized as a top-25 manager in 1998) relies far too much on his experience at Medtronic, a medical technology producer. Although George's company seems a good example of what he's talking about (he once made headlines by boldly declaring "Shareholders come third," after customers and employees), there's not a rigor9ous enough attempt here to make that example universally applicable. Though superbly moral and inspiring, this volume is not as helpful as it could be. (Aug.)
Forecast: With appearances on Meet the Press and Talk of the Nation, George has a recognizable name in the media, and scheduled interviews on NPR and the Charlie Rose Show will only help with book sales. (Publishers Weekly, July 7, 2003)

"There is a great deal of valuable insight in Authentic Leadership. One can only wish that Mr. George had written it five years ago, before so many chief executives led their companies so badly astray." (New York Times, July 27, 2003)


More About the Author

Bill George is a professor of management practice at Harvard Business School, where he has taught leadership since 2004. He is the author of four best-selling books 7 Lessons for Leading in Crisis, True North, Finding Your True North, and Authentic Leadership. Being released in early September 2011 is his next book, True North Groups.

Mr. George is the former Chairman and Chief Executive Officer of Medtronic. He joined Medtronic in 1989 as President and Chief Operating Officer, was Chief Executive Officer from 1991-2001, and Chairman of the Board from 1996 to 2002. Earlier in his career, he was an executive with Honeywell and Litton Industries and served in the U.S. Department of Defense.

Mr. George currently serves as a director of ExxonMobil and Goldman Sachs, and also recently served on the boards of Novartis and Target Corporation. He is also currently a trustee of Carnegie Endowment for International Peace, World Economic Forum USA and the Guthrie Theater. He has served as chair of the board of Allina Health System, Abbott-Northwestern Hospital, United Way of the Greater Twin Cities, and Advamed.

He has been named one of "Top 25 Business Leaders of the Past 25 Years" by PBS, "Executive of the Year-2001″ by the Academy of Management, and "Director of the Year-2001-02″ by the National Association of Corporate Directors. Mr. George has made frequent appearances on television and radio, including: The Charlie Rose Show, The Today Show, The News Hour with Jim Lehrer, NOW, CNBC, Bloomberg News, and NPR. His articles have appeared in Wall Street Journal, Business Week, Fortune, Harvard Business Review, and numerous other publications.

Mr. George received his BSIE with high honors from Georgia Tech, his MBA with high distinction from Harvard University, where he was a Baker Scholar, and honorary PhDs from Georgia Tech and Bryant University. During 2002-03 he was professor at IMD International and Ecole Polytechnique in Lausanne, Switzerland, and executive-in-residence at Yale School of Management.

He and his wife Penny reside in Minnesota.

For move information about Bill and projects he is working on follow him on Twitter (@bill_george), Facebook (www.facebook.com/billgeorgetruenorth), and LinkedIn.

Customer Reviews

4.6 out of 5 stars
5 star
33
4 star
9
3 star
4
2 star
0
1 star
0
See all 46 customer reviews
This is the book every corporate and business leader needs to read.
Stoney deGeyter
I have just read Authentic Leadership, by Bill George, former Chairman and CEO of Medtronic, the World's largest medical device company.
Robert McCrea, former CEO of a small business
George's five characteristics of authentic leadership are helpful for ministers.
C. S. Jones

Most Helpful Customer Reviews

36 of 41 people found the following review helpful By Don Blohowiak, PhD on September 25, 2003
Format: Hardcover
Part memoir, part social commentary, part company case study, "Authentic Leadership" is Bill George's wide angle take on, and prescription for, the current state of corporate leadership.
George, lauded former CEO of the medical technology company Medtronic (who tells us that he fantasized about becoming a big company CEO when he was a *teenager*), clearly has stepped back and reflected on what's wrong with modern corporate leadership. With ample examples from his own career, anecdotes from apparent elbow-rubbing with other top execs, along with a smattering of bits from contemporary business books and articles, Bill George serves up many thought-provoking perspectives worth reading and heeding, especially for top leaders of enterprises--and those who earnestly aspire to such rare roles.
To his credit, George doesn't claim any breakthrough, cutting-edge management panaceas. The subtitle of the book discloses George's interest in solid if out of fashion ideas, proclaiming a focus on "Rediscovering the Secrets to Creating Lasting Value." And the book mostly makes good on that promise.
Sample Bill George observations:
--> "Many people in the business and academic communities believe that missions, values, visions, empowerment, and customer satisfaction represent the 'soft side' of business. They see expense reductions, layoffs, divestitures, creative financial management, and write-downs as the 'hard side.' In my career I have had to lay off thousands of workers, divest failing businesses, take major write-offs, and make large expense cuts. As painful as the consequences of actions like these are, the decision itself is usually obvious and the leader has but few options.
Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
16 of 18 people found the following review helpful By Robert Morris HALL OF FAMETOP 100 REVIEWERVINE VOICE on June 3, 2004
Format: Hardcover
The day after I read this brilliant book, I read an article in the Dallas Morning News (Tuesday, September 30, 2003) in which sportswriter Gerry Fraley discusses the Minnesota Twins whose payroll is $110-million less than that of the Yankees. (The Twins won 90 games this past season and had just defeated the Yankees in the first game of the American league playoffs.) As Fraley notes, the Twins are renowned for how they treat their people. One of them is Al Newman who is currently struggling with a life-threatening illness. Here's a brief excerpt from Fraley's article:
"When beloved third-base coach Al Newman was hospitalized in Chicago this month because of a brain hemorrhage, general manager Terry Ryan remained with him for the entire 11-day stay. While Newman was hospitalized, the Twins clinched the Central title at home. Manager Ron Gardenshire stopped the postgame celebration, brought out Newman's uniform top and reminded the crowd of what he had done for the club."
If I understand George's key points in Authentic Leadership, both Ryan and Gardenshire offer examples of it. Specifically, they demonstrate "the highest integrity, [are] committed to building enduring organizations...who have a deep sense of purpose and are true to their core values...who have the courage to build their companies to meet the needs of all stakeholders, and who recognize the importance of their service to society." George addresses what he views as a need for new leadership when in fact the need is to increase the number of authentic leaders, not only in business but in government, religion, and the military. We need more men and women who "genuinely desire to serve others through their leadership...
Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
13 of 15 people found the following review helpful By Robert Morris HALL OF FAMETOP 100 REVIEWERVINE VOICE on October 3, 2003
Format: Hardcover
The day after I read this brilliant book, I read an article in the Dallas Morning News (Tuesday, September 30, 2003) in which sportswriter Gerry Fraley discusses the Minnesota Twins whose payroll is $110-million less than that of the Yankees. (The Twins won 90 games this past season and had just defeated the Yankees in the first game of the American league playoffs.) As Fraley notes, the Twins are renowned for how they treat their people. One of them is Al Newman who is currently struggling with a life-threatening illness. Here's a brief excerpt from Fraley's article:
"When beloved third-base coach Al Newman was hospitalized in Chicago this month because of a brain hemorrhage, general manager Terry Ryan remained with him for the entire 11-day stay. While Newman was hospitalized, the Twins clinched the Central title at home. Manager Ron Gardenshire stopped the postgame celebration, brought out Newman's uniform top and reminded the crowd of what he had done for the club."
If I understand George's key points in Authentic Leadership, both Ryan and Gardenshire offer examples of it. Specifically, they demonstrate "the highest integrity, [are] committed to building enduring organizations...who have a deep sense of purpose and are true to their core values...who have the courage to build their companies to meet the needs of all stakeholders, and who recognize the importance of their service to society." George addresses what he views as a need for new leadership when in fact the need is to increase the number of authentic leaders, not only in business but in government, religion, and the military. We need more men and women who "genuinely desire to serve others through their leadership...
Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again

Customer Images

Most Recent Customer Reviews

Search