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(2002). Crossing the Unknown Sea: Work as a Pilgrimage of Identity.
"It is one of the tragedies of many organizations that the people placed into positions of power and leadership may have come from a technical background whose previous successes bear little resemblance to the qualities they now need. They need to be human beings attempting to engage other human beings in a conversation with the future. If our language is technical, then the qualities we draw from people will only be of a technical nature. All very well if adaptability and creativity are not needed anymore. Terribly narrow and terribly dispiriting to those who must work in technology's artificial shadow without an understanding of what it is supposed to serve. Technology's lifesaving and life-changing gifts only make sense when cradled by a network of human conversation, a robust conversation that forms a parallel human network just as powerful as our computer networks, holding any technology to standards of sense and meaning, ethics and personal freedom." (p. 239)
(1991). Deming management at work.
"In the words of W. Edwards Deming, 'The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.' " (p. 236)
(1990). Force For Change : How Leadership Differs from Management.
"Leadership is different [from management]. Achieving grand visions despite the obstacles always requires an occasional burst of energy, the kind that certain motivational and inspirational processes can provide. Such processes accomplish their energizing effect, not by pushing people in the right direction, as a control mechanism often does, but by satisfying very basic human needs: for achievement, belonging, recognition, self-esteem, a sense of control over one's life, and living up to one's ideals. These processes touch us deeply and powerfully, and elicit a most powerful response." (p. 63)
(2013). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management.
274. Abstract
"Not only do leaders overestimate their positive effects on followers, the belief that leaders ought to be in control is a dangerous half-truth because when they wield too much influence and control over their followers, bad things often happen to their companies and their employees."
(2003). Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
(1976). New Ways of Managing Conflict.
(1982). Out of the Crisis.
(2007). The paranoia switch.
One instructive example is the Office of Financial Management at the University of Washington, which reports that those who are willing to admit mistakes belong to a category of leaders who have a genuine 'work process focus,' a quality that involves recognizing and supporting the team, and an interest in how the job gets done. In contrast, those who lead by using our fears focus solely on achieving and maintaining personal influence—regardless of how this is accomplished—and characteristically such leaders are unwilling to acknowledge their mistakes." (p. 182)
(2006). Social Intelligence: The New Science of Human Relationships.
"In this sense, leadership boils down to a series of social exchanges in which the leader can drive the other person's emotions into a better or worse state. In high-quality exchanges, the subordinate feels the leader's attention and empathy, support, and positivity. In low-quality exchanges, he feels isolated and threatened." (p. 276)
(2008). Toy Box Leadership: Leadership Lessons from the Toys You Loved as a Child.
"President Dwight D. Eisenhower said, 'You do not lead by hitting people over the head—that's assault, not leadership.'" (p. 15)
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Concept Scheme:
URI:
http://workcreatively.org/ontology/business#
WorkCreatively.org business culture/management vocabulary
leadership
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preferred:
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definition:
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closeMatch:
http://purl.org/vocabularies/princeton/wn30/synset-leadership-noun-1.rdf
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linked content:
- sense: leadership
- sense: leading leadership
- in scheme: http://purl.org/vocabularies/princeton/wn30/
- gloss: the activity of leading; "his leadership inspired the team"
- hyponym of: http://purl.org/vocabularies/princeton/wn30/synset-activity-noun-1
- synset id: 101256417
RDF source
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