2014年7月16日 星期三

James MacGregor Burns 《領導》(Leadership)《總統領導力》Running Alone --懷念William Safire/ The Powers to Lead



在20世紀下半葉 (1978)，政治學家James MacGregor Burns 出版一本領先時代的名著：《領導》(Leadership1978, Harper Collins 北京：中國社會科學出版社先後有2次譯本)。他在書中說一段剴切的話：


「今日領導階層面臨的危機，是許多掌權者都屬平庸之輩，或屬不負責任之士，然而，我們很少看到這些領袖去學習領導力。他們素質低落主要在於知識層面。我們仔細端視這批人，就會發現他們對於領導力所知甚少。我們並未掌握現代領導力的精華。我們甚至對於績效等的衡量、用人之道、去蕪存菁的標準都莫衷一是。」


故筆友William Safire 是美國著名的文膽，數十年前就名列《簡明大英百科》。他在發行近170萬份的《紐約時報‧周日雜誌》有一專欄：《語言天地》(On Language)。數十年如一日，每周都有論述。我曾請教他，美國國務院在2006年採用的 “transformative diplomacy”一字，用詞上似乎有點問題。我當時認為，或可考慮用 transformable diplomacy，因為全球的政治界和管理學界，已有名著討論「轉型式領導 vs 交易式領導」("transformable vs transactional" leadership)。



Safire 先生在 2006年6月11日的專欄寫一篇《外交詞令》 (Diplolingo)來回答我(Hanching Chung)。…..作者很厲害，還找到James MacGregor Burns，請他出來在文章上亮相，並請Burns先生建議用字。 James 建議採用 TRANSFORMING 。英文真妙。動詞加上 ”+ing”，就可以成為好的行容詞，譬如說Learning Organization (學習型組織) 或transforming organization/diplomacy (轉型中的組織/外教) 等等。由這一案例，可以顯示英文是相當困難的，我當時還沒想過 "transforming" 可能是更好的選擇。 (我2013年才注意到Burns 先生寫過Transforming Leadership: A New Pursuit of Happiness, published with Atlantic Monthly Press in 2003 (ISBN 0-87113-866-2).

當年，2006，他出版過一本談美總統的領導力危機的書：

Running Alone Publisher: Basic Books (September 1, 2006)

  • Hardcover: 272 pages
中國在2012年出版中譯：《總統領導力》北京：中國人民大學出版社，2012
書名："Running Alone"是關鍵字，是書中研究過去50年美國總統(從甘迺迪到小布希)的危機：似乎除了雷根之外，這些總統都背離其全國同黨同志和全國人民，想以自己的小組織統治美國，無法與全國人民共治.......


James MacGregor Burns, WILLIAM SAFIRE

From Wikipedia, the free encyclopedia
For other people named James Burns, see James Burns (disambiguation).
James MacGregor Burns (born August 3, 1918) is an historian and political scientist, presidential biographer, and authority on leadership studies. He is the Woodrow Wilson Professor of Government Emeritus at Williams College and Distinguished Leadership Scholar at the James MacGregor Burns Academy of Leadership of the School of Public Policy at the University of Maryland, College Park. In 1971, Burns received the Pulitzer Prize[1] and the National Book Award in History and Biography[2] for his work on America's 32nd president, Roosevelt: Soldier of Freedom, 1940-1945.[3]

Burns has shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit.[4] He is best known for his contributions to the transactional, transformational, aspirational, and visionary schools of leadership theory.

Burns' research regarding the transformational theory focuses on how leaders approach power. The transformational theory yields several pros which are: it appeals to the moral side of developing social values and individual purpose, asks the most fundamental question of what the ultimate goal of leadership is and why one should be a leader, and it allows avenues for humans to avoid potential disasters such as overpopulation, etc. However, there are cons also associated with this theory. The cons include: its dependency upon the motivation of a given population, its inability to work in an emergency situation, and the ability of a transformational leader to deal with leaders who are less knowledgeable of the theory. Burns also holds fast to a hierarchy of values. He places public values at the top of his hierarchy. His values are based upon the values upheld by the signers of the Declaration of Independence: life, liberty, and the pursuit of happiness.[5][6][7]

Burns received his bachelor's degree from Williams College and his Ph.D. in political science from Harvard, and he also attended the London School of Economics. A member of the American Academy of Arts and Sciences, he is past president of the American Political Science Association and the International Society of Political Psychology.

Burns was the Democratic nominee for the 1st Congressional District of Massachusetts in 1958 and was also elected a delegate to four Democratic National Conventions. Burns served in the military as combat historian in the Pacific theater during World War II; he was awarded the Bronze Star and four Battle Stars. Throughout his military adventures, Burns noticed that when leadership was mentioned, it was in terms of officers and their traits and qualities, but did not include soldiers.

Burns has advocated repeal of the Twenty-second Amendment to the United States Constitution to allow effective US presidents to serve three or more terms of office.[8]
Burns' Leadership (1978) introduced two types of leadership: Transactional leadership where leaders focus on the relationship between the leader and follower, and Transformational leadership where leaders focus on the beliefs, needs and values of their followers.[9]
Excerpts from Burns's book, Leadership:
  • Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of followers... in order to realize goals mutually held by both leaders and followers....
  • Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.
  • That people can be lifted into their better selves is the secret of transforming leadership and the moral and practical theme of this work.
Burns' work has influenced other transformational leadership theorists such as Bernard Bass, Bruce Avolio, Kenneth Leithwood and many others.

Partial List of Books

References

  1. ^ "History". Past winners & finalists by category. The Pulitzer Prizes. Retrieved 2012-03-17.
  2. ^ "National Book Awards – 1971". National Book Foundation. Retrieved 2012-03-17.
  3. ^ Burns, James MacGregor. Roosevelt: The Soldier of Freedom, 1940-45. New York: Harcourt Brace Jovanovich, 1970
  4. ^ Burns, James Macgregor. Transforming Leadership: A New Pursuit of Happiness. New York: Atlantic Monthly Press, 2003.
  5. ^ "Burns Transformational Leadership Theory". Leadership-central.com. Retrieved 2012-06-22.
  6. ^ "Burns Transformational Leadership Theory". Leadership-central.com. Retrieved 2012-06-22.
  7. ^ "Burns Transformational Leadership Theory". Leadership-central.com. Retrieved 2012-06-22.
  8. 《總統領導力》北京：中國人民大學出版社，2012 ^ Burns, James Macgregor. Running Alone: Presidential Leadership—JFK to Bush II : Why It Has Failed and How We Can Fix It. New York: Basic Books, 2006.
  9. ^ Turan, S. & Sny, C. (1996). An exploration of transformational leadership and its role in strategic planning: A conceptual framework.

External links

  • Academy of Leadership
  • University of Maryland's James MacGregor Burns Academy of Leadership
  • A film clip "The Open Mind - America's Past and Future Greatness, Part I (1985)" is available for free download at the Internet Archive [more]
  • A film clip "The Open Mind - America's Past and Future Greatness, Part II (1985)" is available for free download at the Internet Archive [more]
  •  
  •  2013年6月Joseph S. Nye, Jr.寫篇文章批評transformal/visionary的迷思

    OUP的畢業生優惠廣告

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    The Powers to Lead

    Joseph S. Nye, Jr.

    Description

    What qualities make a leader succeed in business or politics? In an era when the information revolution has dramatically changed the playing field, when old organizational hierarchies have given way to fluid networks of contacts, and when mistrust of leaders is on the rise, our ideas about leadership are clearly due for redefinition.

    With The Powers to Lead, Joseph S. Nye offers a sweeping look at the nature of leadership in today's world, in an illuminating blend of history, business case studies, psychological research, and more. As he observes, many now believe that the more authoritarian and coercive forms of leadership--the hard power approaches of earlier military-industrial eras--have been largely supplanted in postindustrial societies by soft power approaches that seek to attract, inspire, and persuade rather than dictate. Nye argues, however, that the most effective leaders are actually those who combine hard and soft power skills in proportions that vary with different situations. He calls this smart power. Drawing examples from the careers of leaders as disparate as Gandhi, Churchill, Lee Iacocca, and George W. Bush, Nye uses the concept of smart power to shed light on such topics as leadership types and skills, the needs and demands of followers, and the nature of good and bad leadership in terms of both ethics and effectiveness. In one particularly instructive chapter, he looks in depth at contextual intelligence--the ability to understand changing environments, capitalize on trends, and use the flow of events to implement strategies.

    Thoroughly grounded in the real world, rich in both analysis and anecdote, The Powers to Lead is sure to become a modern classic, a concise and lucid work applicable to every field, from small businesses and nonprofit organizations to nations on the world stage. This paperback edition includes a new preface by the author.
  •  

    The Powers to Lead

    Joseph S. Nye, Jr.

    Table of Contents

    Preface
    1. Leadership
    2. Leadership and Power
    3. Types and Skills
    4. Contextual Intelligence
    5. Good and Bad Leaders
    Appendix
    Notes
    Bibliography
    Index
  •  

    Reviews and Awards

    "Mr. Nye has performed a valuable service in rounding up and summarizing the various academic studies and theories of leadership into a single, slim volume. He examines different approaches to leadership, the morality of leadership and how the wider context can determine the effectiveness of a particular leader. There are plenty of anecdotes and examples, both historical and contemporary, political and corporate."--The Economist
    "This excellent book offers important insight into leadership with valuable analysis and anecdotes for leaders and aspiring leaders."--Booklist
    "The Powers to Lead at once ranges broadly and is concise. Anecdotes run from Lyndon Johnson and Jack Welch to Mahatma Gandhi...and the book treats the latest "leadership as process" theories alongside Machiavellian realism and Lao Tzu's self-effacing style. All these, together with many sensible suggestions for advancing oneself, are presented with a clear focus on power and group needs."--New York Sun
    "A lucid...survey of leadership studies, touching on everything from bonobo behavior to Freudian psychology... with references to noted leaders like former General Electric CEO Jack Welch, Lincoln, Hitler and Subcomandante Marcos."--Publishers Weekly
    "Finally, a book that analyzes what leadership really means and how it relates to power. It will be invaluable for both political and business leaders alike. Nye developed the concept of hard and soft power, and now he shows how the best leaders use both in a smart way."--Walter Isaacson, author of Einstein: His Life and Universe, and President, the Aspen Institute
    "The Powers to Lead is an outstanding primer on leadership and all its dimensions. Nye cuts through the many bromides surrounding the subject to present a sharp, gracefully written introduction to leadership that will benefit anyone from Washington to Wall Street."--General Brent Scowcroft, former U.S. National Security Advisor
    "Nye has written better and more creatively on the importance of soft power as a political and diplomatic weapon than anyone else. Now he brings this knowledge and all his governmental and academic experience to bear on the oldest question in politics-how do leaders emerge and what distinguishes the good ones from the bad? There couldn't be a better primer for a presidential election year, in which all of us, whether or not we are American citizens, have such a big stake."--Chris Patten, Chancellor of Oxford University
    "This book will change not only the way leaders think about how they themselves should use power-but also how they can respond more creatively and effectively to others' power moves. This book will-and should-find a permanent place on the bookshelves of academics and practitioners alike."--Roderick M. Kramer, William R. Kimball Professor of Organizational Behavior, Stanford Graduate School of Business
    "This book represents an important intellectual odyssey. Nye has long been acclaimed as one of the world's foremost thinkers about international affairs, helping us understand, for example, the differences between soft and hard power. Now, to our great good fortune, he has turned his mind to the vexing questions of how power relates to leadership. The result is a conceptual tour de force-one of the best works on leadership since James MacGregor Burns wrote his breakthrough book three decades ago. What a splendid journey!"--David Gergen, Professor of Public Service and Director, Center for Public Leadership, Harvard's Kennedy School of Government
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