On Becoming a Leader

On Becoming a Leader

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by Warren Bennis
     
 

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For many years, Warren Bennis has persuasively argued that leaders' are not born-they are made. And for countless readers, On Becoming a Leader has served as a beacon of insight, delving into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it. In a world increasingly defined by turbulence and

Overview

For many years, Warren Bennis has persuasively argued that leaders' are not born-they are made. And for countless readers, On Becoming a Leader has served as a beacon of insight, delving into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Featuring a provocative new epilogue on the challenges and opportunities facing leaders today, this new edition will inspire the next generation and guide us into the future.

Product Details

ISBN-13:
9780099269397
Publisher:
Random House Adult Trade Publishing Group
Publication date:
04/15/1998
Pages:
240
Product dimensions:
5.08(w) x 7.95(h) x 0.67(d)

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Meet the Author


Warren Bennis is Distinguished Professor of Business Administration at the University of Southern California and a consultant to multinational companies and governments throughout the world. He is the author of dozens of articles and over thirty books on leadership, including Learning to Lead and Organizing Genius. He lives in Santa Monica, California.

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On Becoming a Leader 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
In the mid-1980s, Warren Bennis wrote this classic model for modern leadership based on personal growth, self-expression, learning and integrity, drawing from interviews with dozens of leaders. Most importantly, he found, leaders do not seek to lead. Instead, they seek to express themselves fully. They embrace risks and mistakes, learning from adversity. They reflect on all of their experiences. With these skills, they inspire others to follow them. They turn organizations into communities which find each member¿s highest potential. Bennis falls into the one mistake he accuses American managers of making: he takes a poll (of successful leaders) and then gets caught in short-term thinking to address its results. As a result, this pessimistic analysis of American business is dated today. In the 21st century¿s light, some of his examples ¿ i.e. the late Robert Maxwell and Apple Computer¿s John Sculley ¿ seem quite dubious. However, we appreciate Bennis¿ basic, inspiring philosophy of leadership and so will you. Read this if you want to lead ¿ and be good at it.