American Leadership Forum Cornerstone 2
Motivating leaders to take responsibility and make a difference
Barrett, Richard. 1998. Liberating the Corporate Soul: Building a Visionary Organization. Newton, Mass.: Butterworth-Heinemann. Through his consulting practice, speaking engagements, and his book, Liberating the Corporate Soul, Barrett counsels leaders not to do things differently, but to do different things. "When individuals are asked to participate in transformational thinking they tap into their intuition and creativity. This type of thinking can only be maintained in corporate cultures that are built around trust, employee involvement and openness." See also: Dorsey, David. 1998. "The new spirit of work," Fast Company, 16 (Aug.) p. 124.
Block, Peter. 1993. Stewardship. San Francisco: Berrett-Koehler. Block shows how the spirit of partnership and service can be made part of every business, government agency, and nonprofit institution. "Stewardship is a way to use power to serve through the practice of partnership and empowerment. This is the alternative to the conventional notions of ‘strong leadership' for implementing changes."
Burns, James MacGregor. 1978. Leadership. New York: Harper & Row.
Farson, Richard. 1996. Management of the Absurd: Paradoxes in Leadership. New York: Simon & Schuster. Farson, who has worked as a psychologist, college dean, chief executive officer, and management consultant, implores readers seeking guidance on leadership to ignore the whole panoply of recurrent fads and five-step techniques. Instead, they should embrace the paradoxes and seeming absurdities that underlie everything that happens within their organizations. His central premise: "Nothing works quite the way we were taught."
Gardner, John W. 1990. On Leadership. New York: Free Press. Leaders today are familiar with the demand that they come forward with a new vision. Gardner discusses this need and the nature of leadership from accountability to community to renewal to vision.
Greenleaf, Robert K. 1982. The Servant As Leader. Indianapolis: Robert K. Greenleaf Center.
Greenleaf, Robert K., Peter B. Vaill, and Larry C. Spears. 1998. The Power of Servant Leadership. San Francisco: Berrett-Koehler.
Halberstam, David. 1999. The Children. New York: Fawcett. As a study in leadership, The Children is unrivaled in revealing the tension-sometimes constructive and sometimes not-between traditional, hierarchical leadership and collaborative, improvisational approaches. Ethical leadership, charismatic leadership, transformational leadership, learning organizations-it's all in this important and deeply moving chronicle of the Civil Rights movement.
Havel, Vaclav. 1990. Disturbing the Peace. New York: Vintage. Vaclav Havel is the playwright who helped found Charter 77, the anti-totalitarian movement in the former communist Czechoslovakia. In 1979, he was imprisoned for his political activity. In November of that year he helped organize Civic Forum, the first legal opposition party in Czechoslovakia in 40 years; one month later he became his country's new president, ushering in the fall of the Soviet bloc and, soon after, of the Soviet Union itself. Through it all, Havel has steadfastly insisted that leadership must be grounded in moral principles if it is to be deserving of popular support and if it is to succeed. That is, leaders must practice what Havel calls "living in truth." One often hears individuals who fancy themselves as hard-boiled realists remark that ethical principles are fine in theory but that in the real world "business is business" and principles must give way to expediency if anything is to be accomplished. Havel knows better.
Kanter, Rosabeth Moss. 1999. "The enduring skills of change leaders," Leader to Leader, 13 (Summer). "Change has become a major theme of leadership literature for a good reason. Leaders set the direction, define the context, and help produce coherence for their organizations. Leaders manage the culture, or at least the vehicles through which that culture is expressed. They set the boundaries for collaboration, autonomy, and the sharing of knowledge and ideas, and give meaning to events that otherwise appear random and chaotic. And they inspire voluntary behavior-the degree of effort, innovation, and entrepreneurship with which employees serve customers and seek opportunities."
Loeb, Paul Rogat. 1999. Soul of a Citizen. New York: St. Martin's Griffin. A work of inspiration and integrity, this book is an antidote to the pervasive sense of powerlessness and cynicism that threaten to overwhelm public life.
Meyerson, Mort. 1996. "Everything I thought I knew about leadership is wrong," Fast Company, 2 (April), p. 71. Muoio, Anna. 1997. "Ways to give back," Fast Company, 12 (Dec.), p. 113. Today business is about more than just making products-or money. It's about making a difference. Nineteen business leaders share their insights on giving back to the community. Their stories reveal areas in which people are contributing today-education, technology, environment, health, community development-as well as shared beliefs about the new philanthropy: giving time is more important than just giving money.
O'Toole, James. 1996. Leading Change: The Argument for Values-Based Leadership. New York: Ballantine Books. True leaders lead by encouraging, not oppressing. And the finest leaders have always shared leadership with their followers. Rather than dictating, they create organizations that welcome change and self-reevaluation, and they foster an atmosphere of open-mindedness and fresh thinking. This book proposes a vision of leadership rooted in moral values and a consistent display of respect for all followers.
Rosen, Robert H. 1996. Leading People. New York: Penguin. "Rather than a status, leadership is an activity. To emphasize this, I prefer to use leading instead of leadership, a verb instead of a noun, a process rather than a position. Leading ... enable[s] a group of people to pursue a shared vision and create extraordinary results."
Sherman, Stratford. 1995. "How tomorrow's leaders are learning their stuff," Fortune (Nov.). Leadership can't be taught, but it can be learned. Winning companies are creating programs to help people grow.
Spears, Larry C. (ed.) 1995. Reflections on Leadership. New York: Wiley. Greenleaf was director of management research at AT&T when he retired in 1964 and where he had spent most of his career working in management research, development, and education. After retirement, he established the Center for Applied Ethics. Greenleaf felt that the role of the organizational leader was fulfilled in serving others-employees, customers, and community-in order to establish a sense of community and share decision making while, at the same time, setting high standards and leading by example. He formulated his philosophy in a privately circulated essay, "The Servant as Leader," which has now sold more than a quarter million copies. Greenleaf died in 1990, but his word continues to be spread by the Indianapolis-based Robert K. Greenleaf Center, of which Spears is the executive director. Spears has gathered here 27 essays by like-minded proponents of Greenleaf's ideas, including M. Scott Peck (The Road Less Traveled) and Peter Senge (The Fifth Discipline).
Wheatley, Margaret. 1997. "Goodbye, command and control," Leader to Leader, 5 (Summer). "People do not need the intricate directions, time lines, plans, and organization charts that we thought we had to give them. ...But people do need a lot from their leaders. They need information, access to one another, resources, trust, and follow-through. Leaders are necessary to foster experimentation, to help create connections across the organization, to feed the system with rich information from multiple sources-all while helping everyone stay clear on what we agreed we wanted to accomplish and who we wanted to be."
Wills, Garry. 1994. Uncertain Trumpets. New York: Simon & Schuster. Introduction; Ch. 14, Rhetorical Leader (and Antitype): Martin Luther King, Jr. and Robert Parris Moses. "The leader needs to understand followers far more than they need to understand him.... The followers do not submit to the person of the leader. They join him or her in pursuit of the goal.... The leader is one who mobilizes others toward a goal shared by leaders and followers.... Leaders, followers, and goals make up the three equally necessary supports for leadership.... Different types of leaders should be distinguished more by their goals than by the personality of the leader (the most common practice)."