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Harvard Business Review On Leadership (Paperback)

by Harvard Business Review (Author) "HRB REGULARLY REPRINTS "CLASSIC" ARTICLES that are at least 15 years old and that have demonstrated enduring value ..." (more)

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Product details

Paperback: 238 pages
Publisher: Harvard Business School Press (1 Sep 1998)
Language English
ISBN-10: 0875848834
ISBN-13: 978-0875848839
Product Dimensions: 20.6 x 13.7 x 2.3 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (2 customer reviews)

Amazon.co.uk Sales Rank: 112,019 in Books (See Bestsellers in Books)
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#45 in Books > Business, Finance & Law > Management > Management Skills > Decision Making

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Product Description

Leading Minds and Landmark Ideas In An Easily Accessible Format

From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.

Harvard Business Review on Leadership gathers together eight of the Harvard Business Review's most influential articles on leadership, challenging many long-held assumptions about the true sources of power and authority. A Harvard Business Review Paperback.

About the Author

Since 1984, Harvard Business School Press has been dedicated to publishing the most contemporary management thinking, written by authors and practitioners who are leading the way. Whether readers are seeking big-picture strategic thinking or tactical problem solving, advice in managing global corporations or for developing personal careers, HBS Press helps fuel the fire of innovative thought. HBS Press has earned a reputation as the springboard of thought for both established and emerging business leaders.

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HRB REGULARLY REPRINTS "CLASSIC" ARTICLES that are at least 15 years old and that have demonstrated enduring value. Read the first page

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19 of 22 people found the following review helpful:

5.0 out of 5 stars EIGHT ORIGINAL, SIGHTFUL PERSPECTIVES ON LEADERSHIP, 5 April 1999

By A Customer

Looking for some informative, original and clear thinking about leadership? This book is a great choice! The eight articles in this work cover: the role of leadership, differences between managing and leading, and ways chief executives lead. Each article begins with an executive summary which, for the fast-forward crowd, is a big plus.

So many books are merely ONE GOOD ARTICLE embedded in a thicket of verbiage. Chopping away through such a jungle of verbosity for the gist-of-it-all often proves tedious and disappointing. (Blessed are the laconic!) This book, on the other hand, just serves up a bunch of 'gists' -the pure meat and potatoes of ideas. Happily, the HBSP has published several other collections of this sort on such topics as knowledge management, change, and strategies for growth. Each of these is collection of first-rate 'gists'. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.

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5.0 out of 5 stars Enduring insights from multiple perspectives , 15 May 2007

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 100 REVIEWER) (REAL NAME)

Much of the contextual material in this volume is out-of-date, given the fact that the eight articles originally appeared in the Harvard Business Review years ago (1975-1998). However, I think the core concepts remain sound and provide a valuable frame-of-reference for understanding the advances in effective decision making that have occurred during the last five years. For example, if anything, Henry Mintzberg's article ("The Manager's Job") is even more relevant today than it was when it first appeared in the July/August issue in 1975. In it, he examines "four myths about the manager's job that do not bear up under careful scrutiny of the facts," such as "the manager is a reflective, systematic planner." In fact, Mintzberg suggests that managers work "at an unrelenting pace, that their activities are characterized by brevity, variety, and discontinuity, and that they are strongly oriented to action and dislike reflective activities." Mind you, this was an opinion expressed more than 30 years ago.

No brief commentary such as this can do full justice to the rigor and substance of the eight articles. It remains for each reader to examine the list to identify which subjects are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. One of this volume's greatest benefits is derived from the fact that a variety of perspectives are provided by a number of different authorities on the same general subject. In this instance, leadership.

Readers will especially appreciate the provision of an executive summary that precedes each article. They facilitate, indeed expedite frequent review of key points which - presumably - careful readers either underline or highlight. Also of interest is the "About the Contributors" section that includes suggestions of other sources to consult. Here are questions to which the authors of the other seven articles respond:

What do leaders do? (John P. Kotter)
Comment: "Institutionalizing a leadership-centered culture is the ultimate act of leadership."

How do managers and leaders differ? (Abraham Zaleznik)
Comment: "Managers see themselves as conservators and regulators of an existing order of affairs with which they personally identify and from which they gain rewards [whereas] leaders tend to be twice-born personalities, people who feel separate from their environment."

How do "defining moments" help to develop character? (Joseph L. Badaracco, Jr.)
Comment: "Defining moments force us to find a balance between our hearts in all their idealism and our jobs in all their messy reality."

Note: In Leading Quietly (2002) and then Questions of Character: Illuminating the Heart of Leadership Through Literature (2006), Badaracco develops in greater depth many of the core concepts introduced in this article.

What are the ways in which CEOs lead? (Charles M. Farkas and Suzy Wetlaufer)
Comment: "No matter where a company is located or what it makes, its CEO must develop a guiding, overarching philosophy about how he or she can best add value.... A leadership approach is a coherent, explicit style of management, not a reflection of personal style. This is a critical distinction."

Why are there so few great managers? (Thomas Teal)
Comment: "Great management involves courage and tenacity. It closely resembles heroism."

How to lead others during adaptive change? (Ronald A. Heifetz and Donald L. Laurie)
Comment: "Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels."

"Whatever happened to the take-charge manager?" (Nitin Nohria and James D. Berkley)
Comment: "Pragmatists understand that it is unrealistic to try to avoid uncertainty. Attempts to deny or ignore it can blind managers to the real contexts in which they are working and prevent them from responding effectively."

Those who share my high regard for this volume are urged to check out the recently published Harvard Business Review on Making Smarter Decisions as well as other series title in the Harvard Business Review Paperback Series such as those on Becoming a High-Performance Manager, Change, Corporate Strategy, Decision Making, Effective Communication, the Innovative Enterprise, Leadership, Leadership at the Top, and Measuring Corporate Performance.

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