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Part One: The Case for Whole Leadership.
1. Whole Leadership Versus Partial Leadership.
2. Developing Leaders the Systemic, Integrated Way.
Part Two: Head Leadership.
3. Rethinking the Way We Do Things Around Here.
4. Reframing the Boundaries.
5. Getting Things Done.
6. Developing and Articulating a Point of View.
Part Three: Heart Leadership.
7. Balancing People Needs with Business Requirements: Touching All the Bases.
8. Delivering Integrated Solutions Through Trust.
9. Working with and Leading People from Diverse Cultures: Developing True Empathy.
10. Overcoming Personal Derailers in Working with Others.
Part Four: Guts Leadership.
11. Taking Risks with Little or No Data.
12. Balancing Risk and Reward.
13. Acting with Unyielding Integrity.
Part Five: Mature Leadership.
14. Developing Mature Leaders for the Twenty-First Century.
About the Authors.
Posted August 8, 2007
In this presentation of the potentially exciting topic of executive leadership, authors David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith stress the nuances of theory, perhaps at the expense of showing additional, powerful human examples. Maybe that comes from the authors' perspectives as consultants who often must disassemble a topic to present it in their own way. While the book has a compelling basic theme ¿ developing leaders who become effective by learning to be compassionate and brave, as well as savvy ¿ that insight gets a bit mired in the presentation. The book offers worthwhile guidance, and supplies almost too many clipboard processes and checklists of symptoms, problems and techniques. We find the book's concept contemporary and intriguing. While its procedural guidance may be helpful, its wisdom resides in its discussions of mature leadership.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted August 11, 2006
The authors show how traditional analytical leadership won't make you a successful leader in today's business environment. They demonstrate the difference between a 'head' versus a 'heart' leader, and make a case for the need to balance 'kindness' with 'analysis' while still retaining 'guts', and rethinking the way decisions are made and people are led. They provide clear-cut methods for identifying your default leadership style, then reframing and adjusting it, to provide a more successful balance between intellect, compassion, empathy, toughness, courage, and risk-taking, supported with the financial return to the business. I found it a logical, well supported read, which is funny when you think about the case for infusing compassion and guts into your leadership style. Still, I understood what the authors meant and buy into the need for this leadership style. A good read for leaders looking to expand their own leadership style - or others who want to make a case to leaders who should change their leadership style. Leaders who are already well-rounded would find this a review.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.