新世紀領導人面對的領導危機，不僅來自於領導者無法達成民眾的期待，也因為追隨者對領導者的要求與期望過高。「調適性領導」能夠處理價值歧異造成的衝突， 了解採行各種解決方案的代價，再針對外在環境的變化，擬定行動計畫。本書不僅對傳統的領導觀念有所釐清，也提出了新的社會契約與公民生活的主張。
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Leadership on the Line
這本書不知藏在那兒
後來我發現天下有翻譯本 類似火線上的領導
這本書的最後一則故事是一位父親臨死前
與所有的親人都個別談話
包括跟兒子離婚的媳婦--告訴她其實她很賢慧
最後一天 要全家買酒在醫院慶祝一下***
Amazon.com Review
Climbing Mount Everest: dangerous. Hitchhiking in Colombia: very dangerous. Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration." This one doesn't. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. But adaptive change always encounters resistance. Heifetz and Linsky examine four forms of resistance--marginalization, diversion, attack, and seduction--before presenting a number of practical resistance-response skills to nurture and employ. Some are fairly obvious (like developing and maintaining perspective, and holding steady in the midst of change), and others more complex (like thinking politically when dealing with friends, foes, and fence sitters), but shimmering nuggets of insight and practical wisdom can be found in each. The dangers of leadership also spring from within, however, and the book's final section addresses ways to recognize and manage competing "hungers" and learn to distinguish one's roles from one's self. The authors' points are illustrated by the experiences of leaders from all walks of life, making this a useful and inspiring manual for anyone hoping to put themselves on the line and make a difference in the lives of others. --S. Ketchum
From Publishers Weekly
Recognizing that it can be both lonely and difficult at the top, the authors faculty members of Harvard University's Kennedy School of Government set out to lend emotional and practical support. Whether leaders represent a local planning board or a Fortune 500 company, they "live dangerously," say the authors, "because when leadership counts, when you lead people through difficult change, you challenge what people hold dear their daily habits, tools, loyalties, and ways of thinking with nothing more to offer perhaps than a possibility." To that end, Heifetz and Linsky offer useful strategies leaders can employ, such as building political constituencies, trying to orchestrate the inevitable conflict, and forcing those who cause problems to actually solve the problems. Indeed, the book does dwell on the negative aspects of leadership, serving more as a troubleshooting guide than a how-to leadership handbook. Some of the examples are informal (e.g., the 1994 Chicago Bulls), while others are more traditional (e.g., city planning and politics). Showing a sympathetic side, Heifetz and Linsky offer tactics to help leaders not to take conflict personally. Remember, they counsel, you are more than your job. This book will undoubtedly provide leaders and managers comfort on days when everything seems to be going wrong in their department or organization.
Copyright 2002 Cahners Business Information, Inc.
Copyright 2002 Cahners Business Information, Inc.
Product Details
- Hardcover: 252 pages
- Publisher: Harvard Business Press; 1 edition (April 18, 2002)
- Language: English
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行禮如儀 照登保平安 雖然這些沒什麼啦
HBR OnPoint Collection
HBR's 10 Must Reads on Leadership
How can you transform yourself from a good manager into an extraordinary leader? We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.This collection includes these best-selling HBR articles: "What Makes a Leader?," "What Makes an Effective Executive," "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?," "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."
HBR Article Collections save you time by synthesizing and distilling the essence of selected Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Includes original HBR articles.
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