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Leading Change (Jossey-Bass Management)

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Synopses & Reviews

Publisher Comments:

In his sixteenth-century masterpiece, The Prince, Niccolo Machiavelli advised leaders to "learn how not to be good, and to use this knowledge and not use it according to the necessity of the case. Under the guise of modern-day "situational leadership, organizations still take refuge in this outdated theory. James O'Toole argues that such amoral leadership is ineffective. Instead, he shows that successful leadership is ultimately rooted in high moral purpose and the consistent display of respect for followers.In Leading Change, O'Toole transcends how-to management primers by offering an unorthodox approach to leadership based on the lessons of history, moral and political philosophy, and the practical experience of men and women across cultures and circumstances—including the Rushmorean presidents. As a springboard for this provocative treatise on overcoming resistance to change, O'Toole uses artist James Ensor's painting, Christ's Entry into Brussels in 1889. He explains how modern men and women can lead effectively from the middle of today's inattentive crowd of individualists by enlisting and including all followers in the process.

Synopsis:

In his sixteenth century masterpiece, The Prince, Niccolo Machiavelli advised leaders to "learn how not to be good," and moreover, to use this knowledge regardless of individual case. Under the guise of modern day "situational leadership," organizations still take refuge in this outdated theory. In Leading Change, James O'Toole argues that such amoral practices are ultimately ineffective—and demonstrates instead that successful leadership is rooted in high moral purpose and consistent respect for followers.

Synopsis:

In Leading Change, James O'Toole argues that outdated Machiavellian dictates of situational leadership are ultimately ineffective--and demonstrates instead that successful leadership is rooted in high moral purpose and consistent respect for followers.

Description:

Includes bibliographical references (p. 263-272) and index.

About the Author

JAMES O'TOOLE is a noted authority on leadership and vice president of The Aspen Institute, where he directs the renowned program as Executive Seminar and the Corporate Leaders Forum. He is co-founder (with Warren Bennis) and most recently served as executive director of the Leadership Institute at the University of Southern California. A Rhodes Scholar, O'Toole has consulted widely to businesses and governments and served as special assistant to Secretary of Health, Education and Welfare Elliot Richardson and as chairman of the Task Force on Work in America. His twelve best-selling books include The Executive's Compass (1993) and Vanguard Management (named one of the best books of 1985 by Business Week), Making America Work (1981), and Work in America (1973). O'Toole's work has been profiled in the Los Angeles Times, Fortune, and The Economist, and he has served on the prestigious Board of Editors of the Encyclopedia Britannica.

Table of Contents

Christ Comes to Brussels: An Introduction to Values-Based Leadership.

LEADERS LEADING CHANGE.

The Rushmoreans: An Indelible Lesson in Values-Based Leadership.

The Corporate Rushmoreans: How to Lead Change Effectively and Morally.

The Realists and the Fallacy of Tough Leadership.

Why Amoral Leadership Doesn't Work.

Leaders of Leaders: Why Values-Based Leadership Is an Unnatural Act.

Why Democratic Leadership Is Not an Oxymoron.

FOLLOWERS RESISTING CHANGE.

Change Resisted: Thirty-Two Hypotheses Why.

Drucker Unheeded: Two Potent Sources of Resistance to Change.

Deming Ignored: Premature Articulation or Flawed Leadership?

Owen Unrecognized: The Early Promise of the New Management.

Owen Rejected: Valid Reasons or Rationalization?

Mill Interpreted: The Despotism of Custom.

The Ideology of Comfort: A "Good Enough" Explanation of Resistance to Change.

Product Details

ISBN:
9781555426088
Subtitle:
Overcoming the Ideology of Comfort and the Tyranny of Custom
Author:
O'Toole, James
Author:
O'Toole, James
Publisher:
Jossey-Bass
Location:
San Francisco :
Subject:
Leadership
Subject:
Management
Subject:
Organizational Behavior
Subject:
Entrepreneurship
Subject:
Structural Adjustment
Subject:
Organizational change
Subject:
Human Resources & Personnel Management
Subject:
Organizational change -- Management.
Subject:
BUSINESS STRATEGY
Subject:
organizational development
Copyright:
Edition Number:
1st ed.
Series:
J-B US non-Franchise Leadership
Series Volume:
198
Publication Date:
March 1995
Binding:
Electronic book text in proprietary or open standard format
Grade Level:
General/trade
Language:
English
Illustrations:
Yes
Pages:
304
Dimensions:
9.50x6.46x.90 in. 1.24 lbs.

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Related Subjects

Business » General
Business » Management
Business » Small Businesses » General
Business » Start Up Business
Business » Strategy
Business » Writing
Science and Mathematics » Environmental Studies » General

Leading Change (Jossey-Bass Management) New Hardcover
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Product details 304 pages Jossey-Bass - English 9781555426088 Reviews:
"Synopsis" by , In his sixteenth century masterpiece, The Prince, Niccolo Machiavelli advised leaders to "learn how not to be good," and moreover, to use this knowledge regardless of individual case. Under the guise of modern day "situational leadership," organizations still take refuge in this outdated theory. In Leading Change, James O'Toole argues that such amoral practices are ultimately ineffective—and demonstrates instead that successful leadership is rooted in high moral purpose and consistent respect for followers.
"Synopsis" by , In Leading Change, James O'Toole argues that outdated Machiavellian dictates of situational leadership are ultimately ineffective--and demonstrates instead that successful leadership is rooted in high moral purpose and consistent respect for followers.
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