There's not much question that American enterprise could use more
inspired and inspiring leadership if it is to survive in an
increasingly competitive global marketplace. Unfortunately, this
text provides precious little in the way of substantive guidance on
the subject of pace-setting. For openers, Tichy (Business
Administration/Michigan) and Devanna (a staff member at Columbia's
Management Institute) concede their advisories, based on a
comparatively small sample, are less than conclusive. Equally
disquieting is their tendency to treat common. sense as revelation:
"While most strong individuals make some enemies in the course of a
career, the number of these should be limited or it will be
difficult to accomplish a leadership agenda." They also have a
gagging fondness for buzzwords like "creative destruction." To
them, transformational leadership is a disciplined, systematic
process that yields worthwhile change. They liken purposeful
conversion to a drama during which a star must carry the show
during all three acts. These stages include: recognizing a need for
revitalization; creating a new vision on which an organization's
personnel can focus with enthusiasm; and ensuring continuity once
the transformational leader has left the scene. Within this
framework, they offer case studies of varying interest. There are
some fresh faces (notably, Mary Anne Lawlor of Drake Business
Schools) with novel perspectives, but overly familiar characters -
Chrysler's Iacocca, GE's Welch - play many of the leading roles.
Commendably, the authors do not claim their
transformational-leadership scenario will result in either quick or
painless fixes. Appreciably better choices exist, though, for those
concerned with the ins and outs of being a good shepherd. Two
superior possibilities from last year's list are Harold J.
Leavitt's Corporate Pathfinders and Richard S. Sloma's The
Turnaround Manager's Handbook. (Kirkus Reviews)
Now in paper! The blueprint for instituting change used by America's top CEOs!
THE TRANSFORMATIONAL LEADER
Lee Iacocca is one. So is GE's Jack Welch. And Unisys's Michael Blumenthal. They're "transformational" leaders—a special breed capable of managing the kind of massive turnaround most U.S. companies will have to undergo in the next decade to stay competitive. But what makes them able to steer their huge organizations down new paths? The Transformational Leader gives senior executives and managers the answers, not by profiling personalities, but by dissecting the process of transformational leadership and giving managers specific ideas for transforming their own companies.
Praise for The Transformational Leader . . .
"I hope executives everywhere take the time to learn from this valuable book." —Rosabeth Moss Kanter, Harvard Business School author of The Change Masters and When Giants Learn to Dance
"Takes its place in the first rank of books on leadership. It is a fascinating study of business leaders who actually accomplished major transformations. I learned a great deal from it." —John Gardner, founder of Common Cause and former Secretary of HEW
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