Transforming Leadership, Second EditionJohn D. Adams Cosimo, Inc., 2005 M11 1 - 392 pages Transforming Leadership is an outgrowth and extension of Transforming Work, acknowledging and exploring the crucial role of the organizational leadership in transformational change. This was the first practical guide for organizational leaders who wished to implement the concepts of "vision," "alignment," "work spirit," and "purpose" in their organizations. This Second Edition contains the original 20 chapters, plus the authors' reflections on their work at the turn of the century. John D. Adams, Ph.D. is a professor, speaker, author, consultant, and seminar leader. He has been at the forefront of the Organization Development and Transformation profession for over 35 years. His early articulation of issues facing organizations has provided a guiding light for the evolution of organization and change management consulting. Adams currently serves as the Chair of the Organizational Systems Ph.D. Program at the Saybrook Graduate School (San Francisco), and is a guest faculty member at The Bainbridge Island Graduate Institute in the MBA in Sustainability program. He also served as editor for two seminal works, Transforming Work and Transforming Leadership, both widely held as defining a new role for the Organization Development profession in a rapidly transforming world. |
Contents
| 1 | |
| 11 | |
| 38 | |
| 67 | |
Becoming a Metapreneur | 92 |
Moving a Company | 109 |
Two Contrasting Concepts | 122 |
Leadership by Indirection | 131 |
Leadership in Metanoic Organizations | 217 |
Suggestions | 236 |
The Invisible Side of Leadership | 279 |
EVIDENCE OF TRANSFORMED LEADERSHIP | 311 |
A Developed Alternative | 325 |
The LongTerm View | 336 |
Glossary | 370 |
Contributing Authors | 377 |
Leadership and the Art of Understanding Structure | 145 |
Systems Principles for Leadership | 157 |
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Common terms and phrases
achieve action active alignment BCCI become behavior beliefs capacity challenge commitment competitive variables concept conscious celebration corporate create creative culture current reality decisions demand desired develop Distribution Committee dynamics employees energy environment example executive experience feedback feel focus force foundation goals growth human ideas important individual innovative inspired performance integrity interaction interfusion intrapreneur intuitive involved lead leader as creator Marin County marketing effectiveness Mary Quant ment metanoic organization metapreneurs mind nization orga organization's organizational learning Paley perspective Peter Senge potential principles problem Real Management requires responsibility role San Francisco Foundation Search of Excellence sense shared purpose skills spirit story strategy structural conflict success systems thinking task tension things tion transformational leader Transforming Leadership trust understanding unspoken rules values visionary Warren Bennis
Popular passages
Page 61 - Theory X" : 1. Management is responsible for organizing the elements of productive enterprise — money, materials, equipment, people — in the interest of economic ends. 2. With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their behavior to fit the needs of the organization. 3. Without this active intervention by management, people would be passive — even resistant — to organizational needs.
Page 36 - But ye shall not be so: but he that is greatest among you, let him be as the younger; and he that is chief, as he that doth serve.
Page 134 - Well, in our country," said Alice, still panting a little, "you'd generally get to somewhere else— if you ran very fast for a long time as we've been doing." "A slow sort of country!" said the Queen. "Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that.
Page 336 - The life of man is a self-evolving circle, which, from a ring imperceptibly small, rushes on all sides outwards to new and larger circles, and that without end.
Page 61 - The motivation, the potential for development, the capacity for assuming responsibility, the readiness to direct behavior toward organizational goals are all present in people. Management does not put them there. It is a responsibility of management to make it possible for people to recognize and develop these human characteristics for themselves.
Page 134 - Everything's just as it was!" "Of course it is," said the Queen. "What would you have it?" "Well, in our country," said Alice, still panting a little, "you'd generally get to somewhere else — if you ran very fast for a long time, as we've been doing.
Page 61 - People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations. 3. The motivation, the potential for development, the capacity for assuming responsibility, the readiness to direct behavior toward organizational goals are all present in people.
Page 57 - Frames are both windows on the world and lenses that bring the world into focus. Frames filter out some things while allowing others to pass through easily.
Page 38 - Thomas J. Peters and Robert H. Waterman, In Search of Excellence: Lessons from America's Best-Run Companies (New York: Harper & Row, 1982). 8. Aree Valyasevi and Pattanee Winichagoon, "Food Production and Nutrition in Southeast Asia.
Page 54 - Integrative thinking that actively embraces change is more likely in companies whose cultures and structures are also integrative, encouraging the treatment of problems as "wholes," considering the wider implications of actions. Such organizations reduce rancorous conflict and isolation between organizational units; create mechanisms for exchange of information and new ideas across organizational boundaries; ensure that multiple perspectives will be taken into account in decisions; and provide coherence...