Harvard Business Review on Leadership (Harvard Business Review Paperback Series)

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Harvard Business Review On Leadership

From the Publisher

This collection of eight of the Harvard Business Review's most influential articles on leadership brings together authors who challenge many long-held assumptions about the true sources of power and authority in today's businesses.

About the Author

Henry Mintzberg, author of several seminal books, including "Mintzberg on Management" and "The Rise and Fall of Strategic Planning, " is the Cleghorn Professor of Management Studies at McGill University and professor of organization at INSEAD, in France.John P. Kotter is Professor of Organizational Behavior at the Harvard Business School. He has won McKinsey awards for two "Harvard Business Review" articles and has received the 1985 Johnson, Smith and Knisely Award for new perspectives on executive leadership. Professor Kotter has achieved international recognition as an expert on leadership in business with his works "The General Managers, Power and Influence, " and "The Leadership Factor, " which have been translated into six languages.Abraham Zaleznik is Konosuke Matsushita Professor of Leadership, Emeritus, Harvard Business School. He is the recipient of the Distinguished Service Award, 1996, and the McKinsey award for best article in the "Harvard Business Review.

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Harvard Business Review on Leadership

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Details of Book:

Harvard Business Review On Leadership

Book:
Harvard Business Review on Leadership (Harvard Business Review Paperback Series)
ISBN:0875848834
ISBN-13:9780875848839, 978-0875848839
Binding: Paperback
Publishing Date: 1998-09-01
Publisher: Harvard Business Press
Number of Pages: 238 pages
Language: English

Related Tags

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Book Reviews of Harvard Business Review on Leadership (Harvard Business Review Paperback Series)

A great collection of essays about leadership and management

This is a very nice book that collaborate on the difference between the managers role and the leaders role, it talks also about the today's organizations and how they are full of managers but with a few leaders.
Managers are necessary to handle day to day tasks, to plan in a certain direction but it needs a leader to set this direction!

Enduring insights from multiple perspectives

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.

Essential Resource for Executives

Another fantastic resource from HBR.

The article titled, "The Manager's Job: Folklore and Fact", by Henry Mintzberg, has been requested for reprint more than 22,000 times in the past two years. Mintzberg did a fascinating study of how managers worked to analyze behavior.

"What Leaders Really Do", by John Kotter, provides a wealth of helpful information. Among the passages I've underlined:

"Leadership complements management; it doesn't replace it..."

"Planning is a management process, deductive in nature... Setting a direction is more inductive..."

"One of the most frequent mistakes that overmanaged and underled corporations make is to embrace 'long-term planning' as a panacea for their lack of direction and inability to adapt to an increasingly competitive and dynamic business environment..."

"In a company without direction, even short-term planning can become a black hole capable of an infinite amount of time and energy."

"Leaders also regularly involve people in deciding how to achieve the organization's vision... This gives people a sense of control..."

All of the articles in this volume are helpful, but these two are the ones I found most interesting.

Is leadership managment?

This book encapsulates the responsibilites of a leader and the diffirenciation between a leader and a manager. A leader is always in front... never in second place. Thats where managers are... because they are not as good, as the book states. Every manager should strive to be a leader.

Great articles on defining and teaching about leadership

The wide variety of articles on leadership covers well items from the basic topics such as the difference between managers and leaders to how someone can be both (and the tensions that can cause!). Two of the best articles were on how leaders really spend their time during the day and how leaders foster an environment in which other people can also be identified and brought forward as leaders.

I would've rated this five stars, but there are a couple of articles (on 'defining moments' and CEOs) that weren't a complete waste of time but seemed too far divorced from the typical leader within a company that I was surprised the HBR didn't find something more likely to be widely applicable to fill the space.

Source - Amazon

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