- ISBN13: 9780875848839
- Condition: NEW
- Notes: Brand New from Publisher. No Remainder Mark.
Product Description
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 le… More >>
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I felt that the first three writers were the strongest. Mintzberg promotes an idea that leader is just a role in his advocated all mighty manager. Zaleznik brings this down with his idea that managers and leaders are different kind of people and talk about managerial mystique. But maybe best advice how to solve present leadership dilemma comes from Kotter, who says that companies should pick up talented individuals and then put them to grow into leaders through tough challenges.
Rating: 3 / 5
This book encapsulates the responsibilites of a leader and the diffirenciation between a leader and a manager. A leader is always in front… never in second place. Thats where managers are… because they are not as good, as the book states. Every manager should strive to be a leader.
Rating: 5 / 5
The wide variety of articles on leadership covers well items from the basic topics such as the difference between managers and leaders to how someone can be both (and the tensions that can cause!). Two of the best articles were on how leaders really spend their time during the day and how leaders foster an environment in which other people can also be identified and brought forward as leaders.
I would’ve rated this five stars, but there are a couple of articles (on ‘defining moments’ and CEOs) that weren’t a complete waste of time but seemed too far divorced from the typical leader within a company that I was surprised the HBR didn’t find something more likely to be widely applicable to fill the space.
Rating: 4 / 5
This is a very nice book that collaborate on the difference between the managers role and the leaders role, it talks also about the today’s organizations and how they are full of managers but with a few leaders.
Managers are necessary to handle day to day tasks, to plan in a certain direction but it needs a leader to set this direction!
Rating: 5 / 5
Another fantastic resource from HBR.
The article titled, “The Manager’s Job: Folklore and Fact”, by Henry Mintzberg, has been requested for reprint more than 22,000 times in the past two years. Mintzberg did a fascinating study of how managers worked to analyze behavior.
“What Leaders Really Do”, by John Kotter, provides a wealth of helpful information. Among the passages I’ve underlined:
“Leadership complements management; it doesn’t replace it…”
“Planning is a management process, deductive in nature… Setting a direction is more inductive…”
“One of the most frequent mistakes that overmanaged and underled corporations make is to embrace ‘long-term planning’ as a panacea for their lack of direction and inability to adapt to an increasingly competitive and dynamic business environment…”
“In a company without direction, even short-term planning can become a black hole capable of an infinite amount of time and energy.”
“Leaders also regularly involve people in deciding how to achieve the organization’s vision… This gives people a sense of control…”
All of the articles in this volume are helpful, but these two are the ones I found most interesting.
Rating: 5 / 5