Leadership in High-Performance Organizational Cultures (Hardcover)

by Stanley D. Truskie Ph.D. (Author) "I am fascinated with how people change..." (more)
Key Phrases: Leadership Task, Hot Shot, Jack Welch (more...)

Editorial Reviews

Review
"Leadership in High Performance Organizational Cultures is a welcome addition to the tools available to the CEO, manager, and performance technologist. This book belongs in the briefcase, not the bookshelf." -- Dean R. Larson Department Manager, U.S. Steel--Gary Works Adjunct Professor, Purdue University

"For anyone in a position of leadership, this book is about freedom. Freedom to move beyond the constraint of 'style' and discover that leadership is about creating the right culture for an organization. The reader learns that leading culture change can truly be an acquired skill." -- Brian E. Falck, President and Chief Executive Officer H. J. Heinz Company of Canada Ltd.

"If you only have time to read one book this year on leadership and organizational/cultural change, this should be the one. It should be required reading for CEOs and anyone else who wants to make sense out of all the management literature fighting for shelf-space today. The L4 strategy that Dr. Truskie articulates deserves a very careful read--not a mere feel-good book." -- J. Robert White, Executive Vice President and Chief Financial Officer Michael Baker Corporation Adjunct Professor, Carnegie Mellon University

"This is a truly important contribution that vividly defines how leaders build lasting success into their organizations. The book offers a new perspective and meaning to the term 'leadership' that will definitely challenge (and change!) the way many leaders view their roles as champions of their organization's enduring success. I highly recommend this to leaders as well as to those who develop and support them." -- Gregory R. Spencer, Senior Vice President and Chief Administrative Officer Equitable Resources, Inc.

"[This book] is an extraordinary discussion of organizational culture and leadership supported with solid examples. A blueprint to improve a company's effectiveness. A must-read for executives and managers." -- Herbert D. Gordon, President and Chief Executive Officer Association of Directory Marketing, Inc.

"[This book] is enjoyable reading that provides proven information and understandable knowledge for any executive or manager to live by. Dr. Truskie's real world experiences and examples show how and offer proof that his L4 strategy works. A must-read for anyone wanting to become a more effective and respected leader." -- Scott L. Bender, Vice President, Resort Operations Seven Springs Mountain Resort

"[This book] is long overdue and will enhance anyone's understanding of leadership, leadership styles, and organizational performance." -- David J. Meckstroth, President and Chief Executive Officer Upper Valley Medical Center

Review
“[p]resents an argument for strong organisation cultures which are moderated by leadership....Whether or not you agree unreservedly, the L4 strategy is a useful addition to the toolkit of ideas which can be employed by leaders interested in organisational effectiveness.”–Women in Management Review

“[O]ne of the greatest benefits of [the book] is Truskie's explanation of the potential, beneficial implications of the L4 Strategy with specific relevance to creating and then sustaining a high-performance organizational culture. ... Leadership in High-Performance Organizational Cultures can be of even greater value as all organizations (regardless of their size or nature) proceed into an otherwise uncertain future.”–eastbook.com Robert Morris

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Product Details

• Hardcover: 168 pages
• Publisher: Quorum Books (June 30, 1999)
• Language: English
• ISBN-10: 1567202365
• ISBN-13: 978-1567202366
• Product Dimensions: 9.5 x 6.4 x 0.7 inches
• Shipping Weight: 1 pounds
• Average Customer Review: 4.9 out of 5 stars See all reviews (7 customer reviews)
• Amazon.com Sales Rank: #1,804,087 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

9 of 9 people found the following review helpful:

5.0 out of 5 stars The Art and Science of Leadership, January 14, 2000

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

At various points throughout the book, Truskie cautions that there is no one "ideal" style, nor an infallible "model", nor any single combination of leadership traits, characteristics and behaviors which are most appropriate to all organizations in all phases of their development. He urges his reader to absorb and digest the contents of Leadership in High-Performance Organizational Cultures with care, of course, but also with some degree of critical detachment. Then, correlate his observations and suggestions with the specific circumstances of the reader's own organization.

Truskie suggests that "there is a direct link between leadership, organizational culture, and performance." According to his research and analysis, the most effective leader has an impact on "forming the culture of an organization, which further can have an enhancing effect of improving the level, ensuring the consistency, and sustaining the organization's continuing performance improvement." Truskie believes that many leaders are preoccupied with identifying and then manifesting an "ideal" style of leadership when, in fact, no such style exists. That is to say, even the most effective leaders have significant human imperfections; however, they are aware of these imperfections and make every effort to ensure that these imperfections do not have a negative impact on their respective organizations.

For this reader, one of the greatest benefits of Leadership in High-Performance Organizational Cultures is Truskie's explanation of the potential, beneficial implications of the L4 Strategy with specific relevance to creating and then sustaining a high-performance organizational culture. Leaders as well as those whom they lead must constantly monitor the balance of four aforementioned cultural patterns. Imbalances are inevitable. Although Truskie does not discuss it, he would probably agree that an early-warning system of some kind is highly desirable. The model he provides suggests all manner of ways by which to recognize and then respond effectively to symptoms of such imbalances. For the foreseeable future, change will be the only constant. Given that reality, Leadership in High-Performance Organizational Cultures can be of even greater value as all organizations (regardless of their size or nature) proceed into an otherwise uncertain future.

4 of 4 people found the following review helpful:

5.0 out of 5 stars Dr. Truskie Hits the Mark, July 28, 1999

By	[e-mail] (Mississippi) - See all my reviews

Dr. Truskie's thesis that an integrated and balanced organizational culture is a necessity for long-term managerial success is right on target. This book is not only a valuable education on building leadership qualities and enhanced organizations, it is encouraging to those of us who try to maintain an even keel in currents that want to pull the ship toward the rocks. I wish that I had been exposed to the L4 strategy earlier in my career. I would have yielded quicker and superior results in establishing an effective organization.

4 of 4 people found the following review helpful:

4.0 out of 5 stars excellent. should be read by all corporate leaders, July 24, 1999

By A Customer

detailed, easy to follow blueprint on how to turn your company into a winner. chapter on dgc is especially informative.