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The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Harvard Business Review on Leadership gathers together eight of the Harvard Business Review's most influential articles on leadership, challenging many long-held assumptions about the true sources of power and authority.
- Sales Rank: #926101 in Books
- Brand: Brand: Harvard Business Press
- Published on: 1998-09-01
- Original language: English
- Number of items: 1
- Dimensions: .87" h x 5.58" w x 8.36" l, .73 pounds
- Binding: Paperback
- 238 pages
- Used Book in Good Condition
From the Back Cover
From experienced CEOs to newly-minted managers who've just stepped into a supervisory role, leadership is a perennial concern for anyone who needs to motivate, guide, and inspire. This collection of eight of the Harvard Business Review's most influential articles on leadership brings together authors who challenge many long-held assumptions about the true sources of power and authority in today's businesses.
Includes Articles:
The Manager's Job: Folklore and Fact (Henry Mintzberg)
What Leaders Really Do (John P. Kotter)
Managers and Leaders: Are They Different? (Abraham Zaleznik)
The Discipline of Building Character (Joseph L. Badaracco, Jr.)
The Ways Chief Executive Officers Lead (Charles M. Farkas and Suzy Wetlaufer)
The Human Side of Management (Thomas Teal)
The Work of Leadership (Ronald A. Heifetz and Donald L. Laurie)
Whatever Happened to the Take-Charge Manager (Nitin Nohria and James D. Berkley)
About the Author
Since 1984, Harvard Business School Press has been dedicated to publishing the most contemporary management thinking, written by authors and practitioners who are leading the way. Whether readers are seeking big-picture strategic thinking or tactical problem solving, advice in managing global corporations or for developing personal careers, HBS Press helps fuel the fire of innovative thought. HBS Press has earned a reputation as the springboard of thought for both established and emerging business leaders.
Most helpful customer reviews
1 of 1 people found the following review helpful.
Summary of Articles
By R. NORI
`The Manager's Job: Folklore and Fact' by Henry Mintzberg
The above article written by Henry Mintzberg in 1975 provides a thoughtful analysis of what managers do as part of their daily routine and exposes the pretensions on myths about managers and how they work. The author also gives us an insight on what roles managers play and what skills are required to be a successful manager.
The main idea behind this article is to provide a clear insight into managerial roles and responsibilities and how they correlate to the challenges and opportunities that manifest in front of a manager. In order to successfully execute the his/her roles and responsibilities a manager is required to acquire skills to foster interpersonal relationships, ability to negotiate, motivate their staff, resolve conflicts, acquire and share information, make decisions.
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`What Leaders Really Do' by John P. Kotter
The above article written by John P. Kotter in 1990, proposes that management and leadership are different yet complementary and in a constantly changing organizational climate managers and leaders cannot function one without the other.
The main idea behind this article can be summarized as follows: "While managers focus on efficiency and tactics, leaders focus on effectiveness and strategy. A successful organization is one that emerges as a winner during uncertain times and strives to attain a perfect balance by combining the strengths of its managers and leaders". The following is a brief contract between the roles of a managers and leaders
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"The Discipline of Building Character", by Joseph L. Badaracco, Jr.
The above article written by Joseph Badaracco, Jr. draws a contrast between ethical decisions and defining moments faced by individuals, managers and executives. According to the author an ethical decision clearly has two options, right v/s wrong, whereas a defining moment forces one to choose between two ideals, right and - right. While ethical decisions are easy to make, a defining moment challenge us to choose between two or more ideals.
The main idea behind this article can be summarized as follows, "Professional responsibilities conflict with our values and during these defining moments one must choose between right and right." The article explains three types of defining moments, "Who am I?", "Who are we?" and "Who is the company?" and educates readers by helping them learn skills to identify these three types so that they will be able to effectively navigate the right v/s right decisions they face throughout their career. Such skills, although not part of a manager's job description enable them to build an identity in the organization based on their own understand of what is right. Various sections of the author's article, written in 1998, encourage readers to take a step back and evaluate this conflict not as a dilemma but as an expected tension between two or more valid perspectives.
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`Managers and Leaders: Are They Different' by Abraham Zaleznik
The above article written by Abraham Zaleznik in 1977 makes a case against modern management by enumerating the similarities and differences between managers and leaders. The author argues that managers and leaders differ in their personalities and viewpoints on how they manage order and chaos within an organization. The article discusses how traditional organizational structures and processes have influenced managers to focus exclusively on traits like control, power and competence in order to be successful. This management school of thought discouraged managers to be creative, develop inter-personal traits and build relationships with their team.
The main idea behind this article can be summarized as follows, "Managers are born out of an organization structure and operate on a pre-defined set of processes and control mechanisms, and therefore they have a very good understanding of the business and their job at hand. Managers play an important role in any organization and always solve problems by giving orders and seek stability by controlling and persuading their subordinates to align with organizational goals, processes and procedures. In contrast, Leaders always relate themselves to people and are often idea centric and sometimes deviate from traditional approaches towards solving organizational problems."
0 of 0 people found the following review helpful.
Great collection
By Robert C. Ligget
There are way too many leadership titles available out there, so I've found it wise to stay with trusted sources and material that has withstood the test of time. HBR does a great job at collecting the best articles and essays in a lot of topics, all good, and I refer to this one frequently. Re-reading articles in this volume helps me keep perspective as I look over the myriad titles that appear every week. Sound principles like those in this book make me a better consultant and trainer, and as an adjunct business prof I use several articles in here with my classes. Very happy to have this.
0 of 0 people found the following review helpful.
Some real gems included in this book
By Robert Kirk
This is a book regarding leadership and management using some of the most popular essays written for the HBR in the last 30 years. I enjoyed a few of the essays immensely, especially about the difference between management and leadership. It's a short book so spending your valuable time on this one is well worth it and I certainly appreciated the work from the writers. My favorite essay was included as chapter one and it referred to the many roles of today's managers. Amazing work and extremely gratifying since I am a manager. In summary, well worth your time to increase your skills.
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