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The Powers to Lead: Soft, Hard, and Smart
 
 

The Powers to Lead: Soft, Hard, and Smart (Hardcover)

by Joseph Nye (Author)
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Product details

  • Hardcover: 240 pages
  • Publisher: OUP USA (8 May 2008)
  • Language English
  • ISBN-10: 0195335627
  • ISBN-13: 978-0195335620
  • Product Dimensions: 21.2 x 15 x 2.6 cm
  • Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 59,221 in Books (See Bestsellers in Books)
  • See Complete Table of Contents

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Product Description

Review
Nye has written better and more creatively on the importance of soft power as a political and diplomatic weapon than anyone else. Now he brings this knowledge and all his governmental and academic experience to bear on the oldest question in politics - how do leaders emerge and what distinguishes the good ones from the bad? There couldn't be a better primer for a presidential election year, in which all of us, whether or not we are American citizens, have such a big stake. (Chris Patten, Chancellor of Oxford University )

Product Description
Leadership is always necessary in any endeavor, applying equally to politics, business, society, and culture. Yet the perception of effective leadership has changed in our era. The older model of a heroic, authoritarian leader-picture the hardcharging, demanding CEO or even General George C. Patton-is part of modern American folklore folklore. The new conventional wisdom, though, tells us that this model has given way to the "soft" leader ideal, where leaders inspire their followers and avoid acting like dictators. Joseph Nye's The Powers to Lead, an innovative general introduction to leader types and the basic facets of leadership, enriches our understanding of the concept immeasurably. Throughout, Nye highlights how the changing nature of leadership derives from broader social and political changes. As Nye shows, some leaders fit the new model and rely on charisma and persuasion, while others typify the old authoritarian style. But as he also explains, today's effective leaders have the ability to utilize both approaches depending on changing circumstances. To illustrate his argument, Nye applies his famous "soft power'"concept to leadership, showing through a number of examples how the power to persuade and inspire is a key attribute of most good leaders today. By covering political and social leadership in addition to business leadership, The Powers to Lead offers the most ambitious treatment of the subject to date. And by offering a a concise general theory that extends the concept outward across all of society, The Powers to Lead should stand a classic in the field.

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Front Cover | Copyright | Table of Contents | Excerpt | Index
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4 of 4 people found the following review helpful:
5.0 out of 5 stars The skills effective and ethical leaders need to attract followers and achieve a group's objectives, 28 Jul 2008
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   

The last time I checked, Amazon offers more than 56,000 books on subject of leadership in business. So, what does Joseph Nye offer in this book that makes a significant, indeed unique contribution to our understanding of why some leaders are so successful and many others aren't? Responding to that is the focus of the remarks that follow in this review.

In Nye's opinion, insufficient attention has been paid to "the questions of power and leadership in a context broader than that of modern organizations." He goes on to assert that effective leadership requires "a mixture [and balance] of soft and hard power skills that I call [begin italics] smart power [end italics]. The proportions differ with contexts." To Nye, a leader can be - but need not be only a single -- individual that "helps a group create and achieve shared goals." Moreover, a leader is not only "who you are but what you do" and what a leader does frequently is determined by the given circumstances. If "context is more important than traits," the most effective leaders are those who help to achieve goals in (to borrow a phrase from Robert Bolt) "all seasons." Nye therefore views leadership as a process with three key components: leaders, followers, and context.

With regard to "soft" and "hard" power skills, they can be learned and they can be mastered. They enable a leader to respond most effectively to a given situation. "Soft power is not merely the same as influence, though it is one source of influence. After all, influence can also rest on the hard power of threats or payments. Nor is soft power just persuasion or the ability to move people by argument, though that is an important part of it. It is also the ability to entice and attract. Attraction often leads to acquiescence. In behavioral terms, soft power is attractive power. In terms of resources, soft power resources are assets - tangible and intangible - that produce such attraction." Nye acknowledges that leaders also rely on "hard power" in certain situations to help achieve the given objectives with threats, intimidation, and perhaps even punishment. "Hard and soft power sometimes reinforce and sometimes interfere with each other." In this context, I recalled numerous situations in films and television shows when the "good cop, bad cop" strategy was used to obtain information.

"Almost every leader needs a certain degree of soft power" and a leader and a tyrant are polar opposites. Neither soft nor hard power is either good or bad, per se, nor is one always better than the other. To repeat, the ability to combine hard power and soft power into an effective strategy is "smart power." As Nye explains, "Leadership, like power, is a relationship, and followers also have power both to resist and to lead. Followers empower leaders as well as vice versa." There are no leaders without followers but, that said, "the power of leaders depends on the followers' objectives that are embedded in their culture." These are among Nye's core concepts and they will encourage those who read his book to re-consider (if not revise) their own ideas about leaders, followers, and contexts.

After I read Nye's book, I re-read two written by Howard Gardner, Creating Minds: An Anatomy of Creativity as Seen Through the Lives of Freud, Einstein, Picasso, Stravinsky, Eliot, Graham, and Gandhi and Leading Minds in which Gardner discusses Margaret Mead, J. Robert Oppenheimer, Robert Maynard Hutchins, Alfred P. Sloan, Jr., George C. Marshall, Pope John XXIII, Eleanor Roosevelt, Martin Luther King, Jr., Margaret Thatcher, Jean Monnet, and Mahatma Gandhi. All but Gandhi among those in the first volume are generally viewed only as thought leaders, not as social or political activists as are the subjects in the second volume. Their relationships with followers are also quite different. What can be said of all the leaders whom Gardner discusses is that each mastered both hard and soft skills but applied them in quite different contexts to achieve quite different objectives.

I am grateful, to Joseph Nye for his thought-provoking, at times counterintuitive perspectives on leaders, followers, and contexts. As a result, I have not only reconsidered my own opinions about those components in the power relationship, I have also reconsidered my perspectives on leaders throughout history, notably Julius Caesar, Joan of Ark, Abraham Lincoln, and Harry Truman.
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