The manager who can balance the people and profit factors has the best chance of succeeding in tomorrow's corporation. The "altrupreneur"_one who conducts the affairs of an enterprise with conspicuous regard for the welfare of others_builds communities that produce value for all the organization's stakeholders. This new breed of leader responds to the needs of the organization and the demands of people coming to the workplace and marketplace.
Drawing examples from top and middle management, the authors describe the characteristics of altrupreneurs and the core principles by which they operate: their values and vision, optimism, integrity, confidence, and enthusiasm. Altrupreneurial organizations create innovation-friendly environments, where it is not only safe to innovate, it is encouraged.
This book shows what it means to challenge the routine, be other-centered, and build community.
Bernard A. Nagle has over 22 years of executive operations experience in the fields of manufacturing, quality assurance, supply chain management, distribution, strategic planning, and new product development. A native of Pennsylvania, Mr. Nagle currently resides in the St. Louis area.
Perry Pascarella is a nationally recognized authority on humanistic management, worker motivation, and the role of business in society. Until 1996, he was vice president-editorial of Penton Publishing Inc., publisher of 42 business and professional magazines. Mr. Pascarella has collaborated with such celebrated management experts as Peter Drucker, Tom Peters, and Frederick Herzberg. He lives in the Cleveland area.
- Expands the knowledge and practice of humanistic management
- Explores altruism: abetter way of doing business while making better lives - Insights into why businesses need to balance profit with common good
- Foreword by Warren Bennis (author of numerous leadership books)

Come back from every setback a stronger and better leaderIf you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance.This book will inspire you to:Thrive on pressure like an Olympic athleteManage and overcome negative emotions by acknowledging themPlan short-term goals to achieve long-term aspirationsSurround yourself with the people who will push you the hardestUse challenges to become a better leaderUse creativity to move past traumaUnderstand the tools your mind uses to recover from setbacks.This collection of articles includes "How the Best of the Best Get Better and Better," by Graham Jones; "Crucibles of Leadership," by Warren G. Bennis and Robert J. Thomas; "Building Resilience," by Martin E.P. Seligman; "Cognitive Fitness," by Roderick Gilkey and Clint Kilts; "The Making of a Corporate Athlete," by Jim Loehr and Tony Schwartz; "Stress Can Be a Good Thing If You Know How to Use It," by Alla Crum and Thomas Crum; "How to Bounce Back from Adversity," by Joshua D. Margolis and Paul G. Stoltz; "Rebounding from Career Setbacks," by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas; "Realizing What You're Made Of," by Glenn E. Mangurian; "Extreme Negotiations," by Jeff Weiss, Aram Donigian, and Jonathan Hughes; and "Post-Traumatic Growth and Building Resilience," by Martin Seligman and Sarah Green Carmichael.

The manager who can balance the people and profit factors has the best chance of succeeding in tomorrow's corporation. The "altrupreneur"_one who conducts the affairs of an enterprise with conspicuous regard for the welfare of others_builds communities that produce value for all the organization's stakeholders. This new breed of leader responds to the needs of the organization and the demands of people coming to the workplace and marketplace.Drawing examples from top and middle management, the authors describe the characteristics of altrupreneurs and the core principles by which they operate: their values and vision, optimism, integrity, confidence, and enthusiasm. Altrupreneurial organizations create innovation-friendly environments, where it is not only safe to innovate, it is encouraged.This book shows what it means to challenge the routine, be other-centered, and build community. Bernard A. Nagle has over 22 years of executive operations experience in the fields of manufacturing, quality assurance, supply chain management, distribution, strategic planning, and new product development. A native of Pennsylvania, Mr. Nagle currently resides in the St. Louis area.Perry Pascarella is a nationally recognized authority on humanistic management, worker motivation, and the role of business in society. Until 1996, he was vice president-editorial of Penton Publishing Inc., publisher of 42 business and professional magazines. Mr. Pascarella has collaborated with such celebrated management experts as Peter Drucker, Tom Peters, and Frederick Herzberg. He lives in the Cleveland area.

Like it or not, contemporary man is man-in-bureaucracy. He spends the majority of his waking hours in a bureaucracy; establishes an identity and status in a bureaucracy; garners most of his satisfactions and disappointments in a bureaucracy; and, increasingly, he is what he does.

Aside from the importance of understanding those institutions that shape our values, behavior, and experience, bureaucracy is a vital area for study because it reveals a wide range of social behavior in a compact and comprehensible way. The abstract and ephemeral problems of society at large are brought down to earth --made measurable, comprehensible and visible in the bureaucratic microcosm. Problems of power and influence, change and innovation, intergroup conflict, ambition and aspiration, self-realization versus participative democracy, technology versus humanism: all can be observed and analyzed in human organizations.

This volume pinpoints the dilemma of present bureaucratic organizations: the conflict between the need to sustain innovation and bureaucratic drives toward rationality and stability. The essays it contains discuss specific human needs that bureaucracy must meet if it is to continue to attract talented people and takes a step into the future to analyze the kinds of organizations that may be expected to evolve as institutions seek more flexible use of human resources.

Leadership for the 21st Century

The demands of today's workplace call for stronger and more inspiring leadership in order to motivate employees and to achieve the quality results for which successful organizations constantly strive.

In Reinventing Leadership, Warren G. Bennis and Robert Townsend show leaders how to empower their organizations and bring the best out of each employee.

Inside you will find useful leadership strategies that include: Moving away from conventional standards of business practice Building trust How to find a mentor Rewarding accomplishment

These strategies will help transform leadership visions into reality and lead organizations into a future that includes increased employee satisfaction and continued economic growth.

Deemed the dean of leadership gurus" by Forbes magazine, Warren Bennis has for years persuasively argued that leaders are not born,they are made. Delving into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it, his classic work On Becoming a Leader has served as a source of essential insight for countless readers. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Featuring a provocative new introduction, this new edition will inspire a fresh generation of potential leaders to excellence.

Over his distinguished career Warren Bennis has shown that leaders are made, not born. In "Learning to Lead," written in partnership with management development expert Joan Goldsmith, Bennis provides a program that will help managers transform themselves into leaders.

Using wise insights from the world's best leaders, helpful self-assessments, and dozens of one-day skill-building exercises, Bennis and Goldsmith show in "Learning to Lead" how to see beyond leadership myths and communicate vision to others. With updates throughout, "Learning to Lead" is both a workbook and a deeply considered treatise on the nature of leadership by two of its finest and most experienced practitioners--and teachers.

Come back from every setback a stronger and better leader If you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance. This book will inspire you to: Thrive on pressure like an Olympic athlete Manage and overcome negative emotions by acknowledging them Plan short-term goals to achieve long-term aspirations Surround yourself with the people who will push you the hardest Use challenges to become a better leader Use creativity to move past trauma Understand the tools your mind uses to recover from setbacks. This collection of articles includes How the Best of the Best Get Better and Better, by Graham Jones; Crucibles of Leadership, by Warren G. Bennis and Robert J. Thomas; Building Resilience, by Martin E.P. Seligman; Cognitive Fitness, by Roderick Gilkey and Clint Kilts; The Making of a Corporate Athlete, by Jim Loehr and Tony Schwartz; Stress Can Be a Good Thing If You Know How to Use It, by Alla Crum and Thomas Crum; How to Bounce Back from Adversity, by Joshua D. Margolis and Paul G. Stoltz; Rebounding from Career Setbacks, by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas; Realizing What You're Made Of, by Glenn E. Mangurian; Extreme Negotiations, by Jeff Weiss, Aram Donigian, and Jonathan Hughes; and Post-Traumatic Growth and Building Resilience, by Martin Seligman and Sarah Green Carmichael.

In this illuminating study of corporate America's most critical issue -- leadership -- world-renowned leadership guru Warren Bennis and his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through Communication, Trust Through Positioning, and The Deployment of Self.

In this age of "process", with downsizing and restructuring affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed more than ever before. The wisdom and insight in Leaders addresses this need. It is an indispensable source of guidance all readers will appreciate, whether they're running a small department or in charge of an entire corporation.

aWith good judgment, little else matters. Without it, nothing else matters.a
Whether weare talking about United States presidents, CEOs, Major League coaches, or wartime generals, leaders are remembered for their best and worst judgment calls. In the face of ambiguity, uncertainty, and conflicting demands, the quality of a leaderas judgment determines the fate of the entire organization. Thatas why judgment is the essence of leadership.
Yet despite its importance, judgment has always been a fairly murky concept. The leadership literature has been conspicuously quiet on what, exactly, defines it. Does judgment differ from common sense or gut instinct? Is it a product of luck? Of smarts? Or is there a process for making consistently good calls?
Noel Tichy and Warren Bennis have each spent decades studying and teaching leadership and advising top CEOs such as Jack Welch and Howard Schultz. Now, in their first collaboration, they offer a powerful framework for making tough calls when the stakes are high and the right path is far from obvious. They show how to recognize the critical moment before a judgment call, when swift and decisive action is essential, and also how to execute a decision after the call.
Tichy and Bennis bring their three-dimensional model to life with interviews with world-class leaders who have thrived or suffered because of their judgment calls. These stories include:
a[ Jeff Immelt, CEO of General Electric, whose judgment to grow through research and development transformed GE into the worldas premier technology growth company.
a[ Joel Klein, chancellor of the New York City Department of Education, who made tough calls about teachers, students, and parents while turning around a troubled school system.
a[ Jim McNerney, CEO of Boeing, whose strategic judgment helped him reinvigorate his company and restore a culture of trust and respect.
a[ The late general Wayne Downing, who found an unexpected opportunity in the midst of crisis when he led the Special Operations raid to capture Manuel Noriega.
a[ A. G. Lafley, CEO of Procter & Gamble, who bet $57 billion to purchase Gillette and reinvent his company.
a[ Brad Anderson, CEO of Best Buy, who made the call to commit totally to a customer-centric strategy and led his people to execute it.
Whether youare running a small department or a global corporation, Judgment will give you a framework for evaluating any situation, making the call, and correcting if necessary during the execution phase. It will show you how to handle the overlapping domains of people, strategy, and crisis management. And it will help you teach your entire team to make the right call more often.
No organization can afford to neglect this crucial disciplineaand no previous book has ever brought it into such clear focus.

A thought-provoking, collection, the best essays from Warren Bennis. Warren Bennis has become synonymous with leadership, exploring all its dimensions as both practitioner and scholar for over four decades. Managing the Dream is an intimate portrait of leadership, comprising over a dozen essays that represent the author's most incisive and creative thinking. It features many of Bennis's works, including The End of Leadership, and a preface reflecting on the challenge of leadership in the new millennium.