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Reinventing Leadership: Strategies to Empower the Organization (Collins Business Essentials) Paperback – December 13, 2005
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From Publishers Weekly
Are organizations better controlled, guided and directed by leadership or by management? The title of this book gives the authors' answer. The distinction between leadership and management is presented in platitudes, e.g., "The manager maintains: the leader develops." Bennis (Why Leaders Can't Lead) and Townsend (Up the Organization) further state that militaristic, command-and-control leadership has become anachronistic, and that the current downsized, flat-management era requires a new leadership style. To help readers develop the desirable new leadership traits, "dialogue starters" are suggested at the end of each chapter. The book concludes with a 21-day plan to help readers apply the pithy principles. Perhaps some might benefit from such a plan, but readers should be as skeptical of that laudable goal as they would be of a big weight loss in so short a time.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
The names on the cover virtually ensure this collection of conversations will appeal to the business crowd. Bennis, author of On Becoming a Leader, and Townsend, who wrote Up the Organization, chat about the qualities that should characterize today's corporate leaders. The conversations, albeit witty and wise, reveal little that previous writings and prior authors haven't already explored. The appendix, a 21-day plan for becoming a more effective leader, is definitely no substitute for years of experience and introspection. But there are important messages shared here: the next century's emphasis on intellectual capital, the principle of empowerment, and the transformation of COP (control, order, and predict) into ACE (acknowledge, create, and empower), among others. Barbara Jacobs --This text refers to an out of print or unavailable edition of this title.
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Top customer reviews
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These Dialogue Starters are an excellent way to engage yourself and others. Get the book for these. They will get you THINKING.
And the 21 Day plan is where you put it to work. The plan is laid out day-by-day. Read this book, you won't be disappointed.
The text may cover areas of Leadership that you can find in other texts as one reviewer stated. Get the book for the Dialogue Starters and 21 Day Plan. Put them to work for you and your Team!
--Leaders are people who do the right things and managers are people are who do things right. Leaders are interested in direction, visions, goals, objectives, intention, purpose, and effectiveness--the right things. Managers are interested in efficiency, the how-to, the day-to-day, the short run of doing things right.
--A manager tends to think of his people in terms of how much they cost and how little he can pay them. A leader tends to think of his people as resources and wonders how much they can earn and how he can help them become heroes.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-term view; the leader has a long-term view.
The manager asks why and how; the leader asks what and why.
The manager has her eye on the bottom line; the leader has her eye on the horizon.
--"If you're going to have people connecting with the public, you'd better get extroverts. They like talking to people. They like interacting with people. Don't get introverts. They don't like to do that."
Very not-worth-it book. I like most of what they have both put out, but this one book, in particular, is not worth the $. I wouldn't even check it out at the library - read their other stuff and you'll be much better off.