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Leading Change (Jossey-Bass Management)by James O'toole
Synopses & Reviews
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 Under the guise of modern-day "situational leadership, organizations still take refuge in this outdated theory.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.
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 Under the guise of modern day "situational leadership," organizations still take refuge in this outdated theory.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.
In Leading Change, James O'Toole argues that outdated Machiavellian dictates of situational leadership are ultimately ineffective--and demonstrates instead that successful leadership is rooted in high moral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.
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.
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