Free PDF On Becoming a Leader, by Warren Bennis
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On Becoming a Leader, by Warren Bennis
Free PDF On Becoming a Leader, by Warren Bennis
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Pressestimmen
"On Becoming a Leader is the indispensable handbook for anyone who had become a leader. Warren Bennis maps the terrain of leadership with a rare sense of wisdom and authority." ―Daniel Goleman "Only Warren Bennis could write a book on leadership that is so inspiring and insightful, captivating and wise, eloquent and revealing. His beautifully crafted stories of outstanding leaders and their fascinating paths to power are sure to launch an exciting journey of self-exploration for future leaders."―Rosabeth Moss Kanter"Warren Bennis-master practitioner, researcher, and theoretician all in one-has managed to create a practical primer for leaders without sacrificing an iota of necessary subtlety and complexity. No topic is more important; no more able and caring person has attacked it."―Tom Peters"Warren Bennis's pioneering work is so central in the field of leadership studies that many of us forget that he was the source of numerous foundational ideas."―Howard Gardner"Warren Bennis's insight and his gift with words make these lessons, from some of America's most interesting leaders, compelling reading for every executive."―Charles Handy
Über den Autor und weitere Mitwirkende
Warren Bennis (1925 - 2014) was an American scholar, organizational consultant, and author, who was widely regarded as the pioneer of the contemporary field of leadership. He served as Distinguished Professor of Business Administration at the University of Southern California, as chairman of the Advisory Board of the Center for Public Leadership at Harvard University's John F. Kennedy School of Government, and as a consultant to multinational companies and governments throughout the world. In 2007, Business Week called him one of ten business school professors who have had the greatest influence on business thinking. He received 20 honorary degrees and served on numerous boards of advisors. He authored dozens of articles and over thirty books on leadership, including Learning to Lead and Organizing Genius.
Produktinformation
Taschenbuch: 304 Seiten
Verlag: Basic Books; Auflage: 4 (3. März 2009)
Sprache: Englisch
ISBN-10: 0465014089
ISBN-13: 978-0465014088
Größe und/oder Gewicht:
14 x 1,7 x 21,1 cm
Durchschnittliche Kundenbewertung:
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Amazon Bestseller-Rang:
Nr. 40.806 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Bennis pulled from many leaders and presents his interpretation of their advice, here, for others to follow. I tend to like his interpretation, but would like to read more of the sources. And, there were a few spots that seemed to drag a bit; but not enough to make me quit reading it. It was worth those few hard parts to get deeper.Maybe that’s a way Bennis is a good leader; he makes me want to look deeper and not just take his view as gospel. His style is easy and “alongside†rather than out-front-and-all-you-can-see-is-his-ass. This helped keep me into what he was saying.I think anyone interested in leadership for any reason could do worse than reading this book.
I disliked this book. It is clear that the author has a lot of experience, contacts, and knowledge, so he may be a good coach or advisor, but this is a book that didn't need to be published. The original layer from 1989 was unimpressive, but at least it was shorter. This new edition didn't get any better after the 2003 and 2009 revisions and additions.The book's attempt to draw conclusions from vast overviews of social and political changes falls totally flat, as it oversimplifies everything or makes unwarranted conclusions. The rambling lack of focus makes it hard to draw any lessons from it, even though clearly the people being quoted have valuable leadership experience to share.At times the feel is of a high school or college student's pastiche of quotations out of context, mixed together, trying to sound wise, and simply failing. It's a shame. I read the whole book to at least feel I had given it a fair shake. It never got any better. You can learn something from anything, so in that sense it's not an utter waste of time. But there are many other books on this topic that deserve our time more.A trivia note: John Sculley became CEO of Apple in 1983, not 1977 as the book says! That's a serious timeline problem that's obvious to anyone who is familiar with Apple's history.
This book was the rage in management back in my early days, but somehow I never got around to reading it. Was prompted to pick it up when I read an obituary for Mr. Bennis. There are a few timeless nuggets in here (i.e., Leaders must set the context for effective decisions to be made). But much of this is glory stories of what successful leaders of long ago have done. The updates from the 199x and 2008 don't bring in many of the radical changes that have occured in the world, post dot.com, 9/11, etc.....What does it take to be a leader in the current world, where political mudslinging and 7 x 24 x 365 digial exposure us the the norm. My impression is that this book is about 90% American in its orientation and messaging, so I'd expect that many of the examples used will not be fully understood by non-Americans. Finally, stories I felt that Mr. Bennis was unrealistically harsh on President Bush's leadership and political agenda. Time will provide a full judgement of Mr. Bush's legacy. Admitedly, he made mistakes, but the challenges he faced were enormous.
Updated regularly over the last 30 years, this classic by Bennis is worth reading. Part self-help book and part analysis of historical leaders within Bennis' context of development, the book focuses on the stages of leadership development. Easy to read and well researched, the book has withstood the test of time, and contains wisdom and insights for anyone studying leadership. A good read.
Note: The review that follows is of the fourth ("Twentieth Anniversary") edition that was published on March 2, 2009.Where have the 20 years gone since this book was first published? It remains among the most valuable and most influential primary sources on the subject of effective leadership at a time when the need for it has never been greater. However, although the core principles and the development of them that Warren Bennis examines in this book remain essentially the same, the perils and opportunities to which those principles can be applied throughout the global business world have increased in number as well as changed in nature since 1989. That is why Bennis felt the need to revise and update the material while adding an Epilogue.Previously, I read the first and third editions of this book and each time was reminded of a situation years ago when participants were outraged about the playing conditions on the course (perhaps Shinnicock) on which the U.S. Open golf championship was once held. The greens were too fast, the rough was too high and deep, the pin placements were "impossible," etc. After a U.S. Golf Association official was informed of the criticism, he explained that "we're not trying to embarrass the world's greatest golfers, we're trying to identify them." Bennis seems to be making the same point about how great leaders are developed. More specifically, as he and Robert Thomas assert in Geeks & Geezers (2002), there are "crucibles" from which some emerge as leaders but most others do not. They developed a theory that describes, they believe for the first time, how leaders come to be. "We believe that we have identified the process that allows an individual to undergo testing and to emerge, not just stronger, but better equipped with the tools he or she needs both to lead and to learn. It is a model that explains how individuals make meaning out of difficult events -- we call them crucibles [in italics] -- and how that process of 'meaning making' both galvanizes individuals and gives them their distinctive voice." They cite and then discuss a number of individuals who underwent that process and, as a result, eventually became highly-effective leaders. Bennis and Thomas conclude their book with an especially apt quotation from Edith Wharton: "In spite of illness, in spite even of the arch enemy, sorrow, one can remain alive long past the usual state of integration if one is unafraid of change, insatiable in intellectual curiosity, interested in big things, and happy in small ways." These are indeed words to live and grow by for both Geeks and Geezers.Those who aspire to become leaders - or to become more effective leaders - will find much of value in this latest edition even as some readers will question Bennis' selection of at least a few of the exemplary leaders such as Herb Alpert, Norman Lear, and Sydney Pollack. However, my own opinion is that effective leaders can - and should - be developed at all levels and in all areas, not only within an organization but indeed throughout an entire society. I do agree with other reviewers that some of Bennis' social commentary indicates a political bias that is irrelevant to his stated objectives. Granted, Harry Truman once described politics as "the art of getting things done" and great leaders are certainly results-driven pragmatists. In that sense, George Washington, Abraham Lincoln, Franklin Delano Roosevelt, Winston Churchill, Mohandas Gandhi, and Nelson Mandela (to name but a few) were master politicians. That said, each demonstrated most (if not all) of the qualities that Bennis admires, notably a compelling ("guiding") vision, a passion for excellence, and impeccable integrity. None of those qualities is political in nature. However, all of the aforementioned leaders considered them essential to achieving political objectives.In the Epilogue, Bennis recalls an incident that occurred in 1945. President Franklin Delano Roosevelt had recently died and "crowded, grieving masses surged along Constitution Avenue in April 1945, waiting for his funeral cortege to pass by. As his hearse neared, a well-dressed, middle-aged man standing in the throng fell to his knees, sobbing desperately until finally regaining his composure. A stranger by his side asked, `Did you know the President?' The man could barely reply. `No . . . but he knew me.'" What's Bennis' point? To become a great leader, you must "know" those whom you ask to follow you. Agreeing with Abigail Adams that "great necessities call forth great leaders," Bennis notes that with the inauguration of a new U.S. president in 2009, "it is easy to forget that we need more than one gifted leader at a time. At the founding of the United States, when our population was less than 4 million, we had six towering leaders: Washington, Jefferson, Hamilton, Madison, Franklin, and Adams. Now that we number more than 304 million people, we are surely capable of yielding at least 600 world-class leaders in this country alone."When concluding the Epilogue with a question, "Will you be one of them?" Warren Bennis offers both an invitation and a challenge, and he does so at a time when the need for more and more effective leaders was never greater.
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