Inspirational Leadership takes us on a journey through the new world of work and a new definition of leadership, one in which leaders inspire their followers to find new meaning in their work lives. This deeply felt, truly spiritual book arrives to guide us as the new millennium unfolds. The time is right for a radical redesign of leadership, organizations and work.
What People are Saying About This
Inspirational Leadership is a ground-breaking, visionary manifesto for leaders who want to make the world a better place by running the best organizations on the planet.
author, A Return to Love
Most Helpful Customer Reviews
For many years, the best leaders have been articulating ennobling purposes that inspire people about their work. In the volunteer world, this has long been the key to attracting time and effort from people who have already put in a full day at their paying work. Increasingly, paying-work leaders have found this area to be the cutting edge of attracting and retaining an excited and effective group of people. Lance Secretan has articulated a process here whereby leaders can find these purposes and share them with colleagues at work. The book is helped by many heart-warming stories. On the other hand, the book is flawed by an incomplete process for extending noble purposes to all stakeholders of an enterprise. The book is also filled with typos and annoying errors that suggest a lack of commitment to the purpose being described here. I really wanted to love this book, but Mr. Secretan's approach kept pushing me away . . . despite the fact that I think that having an ennobling purpose for work is the right way to go, and the way that I conduct my life. Here are a few examples of the problems I am describing. First, he uses many metaphors that didn't work for me (including astrology, parceners -- someone who shares an inheritance with others -- a legal term, and movie scenes that I didn't like when I first saw them). Second, the book itself doesn't seem to manifest its own message. For example, an inspiring leader is supposed to be serving the parcener. I didn't feel served in the book. I mostly felt lectured to and exhorted. Third, there is a distinct hostility towards quantitative methods, mission statements, planning, positive feedback, and many other standard business methods. Why can't these activities also serve an inspiring purpose? Fourth, there is a tendency to categorize people as fitting into the model or not. Life isn't that simple. Most of us have our moments when we inspire and times when we don't. Thomas Jefferson is cited as a role model, but there's not a word here about his role as a slaveowner. Surely, that's an example of the type of mixed-up people we really are. I suspect that it is easier to articulate Mr. Secretan's message by describing one's own activities as a leader than by ascribing it others. It seems very derivative to refer to others in isolated examples. Mr. Secretan's examples of his own leadership style (especially bugging the franchisee to fill out reports for months) usually didn't make me fe
Lance Secretan teaches us that we need to serve our employees instead of motivating them to get what we want. He references Inspirational leaders to support his ideas. Some of the greatest leaders of our time. ie.Rosa Parks, Ghandi. Highly recommend it if you care about your people that work for you.