Download - Book Review 047
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5/27/2018 Book Review 047
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Chief Executive
Boards
International
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5/27/2018 Book Review 047
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Leaders:Strategies for Taking Charge
by
Warren Bennis and Burt Nanus
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I. Six Important Considerations
Concerning LeadershipA. Leadership is about character
1. Most leaders who are derailed are derailed by
lack of good judgment or poor character and notby poor technical knowledge, poor people skillsor poor track record
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I. Six Important Considerations
Concerning LeadershipB. Leaders must be instrumental in creating a social
architecture capable of generating intellectual
capital1. Organizations, especially today, are about
ideas, innovation, imagination, creativity intellectual capital
2. Leaders need to create structure that releasesbrain power
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I. Six Important Considerations
Concerning LeadershipC. Leaders have a strong determination to achieve a
goal or realize a vision
1. The purpose has to communicate meaningandrelevanceto the followers or else it is
meaningless
D. The capacity to generate and sustain trustis the
central ingredient in leadership1. Trust is hard to gain and easy to lose
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I. Six Important Considerations
Concerning LeadershipE. Leaders have an uncanny way of enrolling people
in their vision through their optimism
1. They believe they can change the world
2. Leaders are dealers in hope: Confucius
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I. Six Important Considerations
Concerning LeadershipF. Leaders have a bias towards actionthat results in
success
1. Leaders translate vision and purpose into reality
2. You miss one hundred percent of the shots youdont take. Wayne Gretzky
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II. The Context of Leadership Today
A. Commitment1. The challenge of commitment
a. Fewer than 1 out of every 4 job holders say
they are working at full potentialb. One half say they do not put effort into their
job over and above what is required to holdtheir job
c. 75 percent say they could be significantly
more effective than they ared. 6 out of 10 Americans say they do not
work as hard as they used to2. Leaders have failed to inspire workers through
empowerment
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II. The Context of Leadership Today
B. Complexity
1. The problems of organizations are increasingly
complex
C. Credibility
1. The credibility of leaders is being challenged
more and more
a. Impeach someone bumper sticker
b. Dont vote. It will only encourage them.
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
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We Share Ideas
III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touchNational economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
Either/or
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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
Either/or Multiple options
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IV. Management vs. LeadershipA. Management
1. To bring about
2. To accomplish
3. To have charge of or responsibility for4. To conduct
B. Leadership
1. Influencing
2. Guiding in direction, course, action, opinionC. Managers are people who do things right --
Leaders are people who do the right thing
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V. Wall Street Journal Ad by
United Technologies Corporation
A. People dont want to be managed,
they want to be led
B. Whoever heard of a world manager?
World leader, yes
C. If you want to manage someone, manage yourself
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VI. Study of 90 Successful Leadersin Private and Government Sectors
A. A wide variety of leaders
1. Some right-brained and some left brained
2. Some tall, some short
3. Some fat, some thin4. Some articulate, some inarticulate
5. Some assertive, some retiring
6. Some dressed for success, some dressed for
failure
7. Some participative, some autocratic
a. One said he believed in participative fascism
VII Fo r Areas of Competenc That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied ExhibitedA. Strategy I: Attention through vision
1. All 90 leaders who were interviewed had a
highly focused agendaa. They had a clear vision and were able tocommunicate that vision
b. They could convince their followers that thegoal and vision were attainable
2. Leadership is a transaction -- a transactionbetween leaders and followers
a. Neither could exist without the other
VII Four Areas of Competency That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied ExhibitedB. Strategy II: Meaning through communication
1. The management of meaning, mastery of
communication, is inseparable from effectiveleadership
2. Leaders communicate know why rather thanknow how
C. Strategy III: Trust through positioning1. Trust implies accountability, predictability and
reliability
2. Leaders are relentless in their quest of their vision
VII Four Areas of Competency That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied Exhibited3. Leaders are persistent -- Calvin Coolidge said:
Nothing in the world can take the place of
persistence Talent will not; nothing is more common thanunsuccessful men with great talent
Genius will not; unrewarded genius is almosta proverb
Education will not; the world is full ofeducated derelicts
Persistence, determination alone areomnipotent
VII Four Areas of Competency That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied Exhibited
4. Positioning is the set of actions necessary to
implement the vision of the leader
VII Four Areas of Competency That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied ExhibitedD. Strategy IV: The deployment of self
through positive self-regard
1. Recognizing strengths and compensating forweaknessesis the first step in achievingpositive self-regard
a. Leaders usually know what they are good at
from an early age2. The second element in positive self-regard is
the nurturing of skills with discipline
VII Four Areas of Competency That
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VII. Four Areas of Competency ThatAll Those Leaders Who Were
Studied Exhibited
3. The third element in positive self-regard is the
fit between personal strengths andorganizational requirements
a. Leaders know when there is no fit
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VIII. Leaders Have EmotionalWisdom
1. The ability to accept people as they are,not as you would like them to be
2. The capacity to approach relationshipsand problems in terms of the presentrather than the past
3. The ability to treat those who are closeto you with the same courteousattention that you extend to strangersand casual acquaintances
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VIII. Leaders Have EmotionalWisdom
4. The ability to trust others, even if the riskseems great
5. The ability to do without constantapproval and recognition from others
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IX. Leaders Dont Fear Failure
A. They use synonyms such as mistake, glitch,false start, setback and error
1. Leaders welcome mistakes as learning
opportunities2. Whenever I make a bum decision, I just
go out and make another one.
B. The only time Karl Wallenda feared falling
from the high wire, he fell to his death1. His goal that day was not to walk the
wire, but rather to not fall
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IX. Leaders Dont Fear Failure
C. When Tom Watson, the founder of IBM,was asked if he was going to fire anexecutive who had just lost $10 million on a
project, he said: You cant be serious.Weve just spent $10 million educating him.
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X. Empowerment
A. Empowerment does not involve releasing power
B. Empowerment gives followers an opportunity todevelop
C. Empowerment gives followers a sense of familyand community
D. Empowerment creates a culture of fun
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XI. Focusing Attention: GainingAttention
A. Vision cannot be established in an organization byedict, or by the exercise of power or coercion
1. It is more an act of persuasion
B. Leaders often communicate vision by usingmetaphors
1. A chicken in every pot
2. Reach out and touch someone
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XI. Focusing Attention: GainingAttention
C. Leaders communicate their vision by consistentlyacting on it and personifying it
D. Followers must feel they see the vision
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Organizational Alignment
Cost
Quality Service
Wal-Mart
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Organizational Alignment
Cost
Quality Service
Target
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Organizational Alignment
Cost
Quality Service
K-Mart
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Question
How effectively and consistently is myorganization aligned with my vision?
ORHow could I be more effective and
consistent at defining, articulating and
communicating my vision to myorganization?
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XII. Four Strategies Leaders Use toPosition Their Organization
A. Reactive
1. Leaders wait for change and react afterthe fact
B. Change the internal environment1. Leaders develop effective forecasting
procedures to anticipate change andthen proact rather than react
a. The toy industry uses orders received fromJanuary to March as forecasts of Christmassales.
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XII. Four Strategies Leaders Use toPosition Their Organization
C. Change the external environment
1. Leaders anticipating change act upon theenvironment itself to make the changecongenial to their needs.
a. This can be done through advertising,publicity, lobbying efforts, etc.
XII F St t i L d U t
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XII. Four Strategies Leaders Use toPosition Their Organization
D. Establish a new linkage between the external andinternal environments
1. This can be done by establishing new linkages
through vertical integration, mergers andacquisitions, or innovative systems design
XIII P l Q liti N d d f
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XIII. Personal Qualities Needed forLeaders
A. When the 90 leaders interviewed were asked whatpersonal qualities were needed to be a leader theynever mentioned charisma, dressing for success ortime management.They mentioned :
1. persistence and self-knowledge
2. a willingness to take risks and accept losses
3. commitment, consistency, challenge4. a desire to learn
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XIV. Myths of Leadership
A. Leadership is a rare skill
1. Everyone has some leadership skills
B. Leaders are born, not made
1. Although it is not easy to learn to be aleader, the skills are learnable
C. Leaders are charismatic
1. Of the 90 leaders studied, few were
charismatic
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XIV. Myths of Leadership
D. Leadership exists only at the top of an organization
1. More and more large organizations are creatingsmall, relatively autonomous units that require
leaders
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Question
Who are my subordinate leaders?
AND
How effectively do they lead?
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XIV. Myths of Leadership
E. The leader controls, directs, prods, manipulates
1. Leadership is not so much the exercise of poweritself as the empowerment of others
2. Leaders teach followers how good they area. Pulling vs. Pushing
b. Inspiring vs. Ordering
c. Creating achievable, challenging & inspiring
expectationsd. Rewarding progress
e. Enabling people to use their own initiative andexperiences
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Organizational Movement
Friction
Push
Friction
Increase Pull and reduce Friction by:
Inspiring
Rewarding
Enabling
Pull OR
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Organizational Movement
Friction
Push
Friction
Increase Pull and reduce Friction by:
Inspiring
Rewarding
Enabling
Pull OR
Move insmaller pieces
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Question
How can I increase Pull
ORreduce Friction
in my organization?
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XV. Likely Model of Twenty-
First-Century LeadershipFrom
Few leaders, mainly at thetop; many managers
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Few leaders, mainly at thetop; many managers
Leaders at every level,fewer managers
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Few leaders, mainly at thetop; many managers
Leaders at every level,fewer managers
Leading by Goal-setting;e.g., near-term profits, ROI
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Few leaders, mainly at thetop; many managers
Leaders at every level,fewer managers
Leading by Goal-setting;e.g., near-term profits, ROI
Leading by visioncreating new directions forlong-term business growth
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Few leaders, mainly at thetop; many managers
Leaders at every level,fewer managers
Leading by Goal-setting;e.g., near-term profits, ROI
Leading by visioncreating new directions forlong-term business growth
Downsizing, benchmarkingfor low cost, high quality
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Few leaders, mainly at thetop; many managers
Leaders at every level,fewer managers
Leading by Goal-setting;e.g., near-term profits, ROI
Leading by visioncreating new directions forlong-term business growth
Downsizing, benchmarkingfor low cost, high quality
Also creating domains ofuniqueness, distinctivecompetencies
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XV. Likely Model of Twenty-
First-Century LeadershipFrom
Reactive/adaptive tochange
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Reactive/adaptive tochange
Anticipative/futures-creative
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Reactive/adaptive tochange
Anticipative/futures-creative
Designer of hierarchicalorganizations
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Reactive/adaptive tochange
Anticipative/futures-creative
Designer of hierarchicalorganizations
Designer of flatter,distributed, more collegialorganizations; leader as
social architect
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Reactive/adaptive tochange
Anticipative/futures-creative
Designer of hierarchicalorganizations
Designer of flatter,distributed, more collegialorganizations; leader as
social architectDirecting and supervisingindividuals
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Reactive/adaptive tochange
Anticipative/futures-creative
Designer of hierarchicalorganizations
Designer of flatter,distributed, more collegialorganizations; leader as
social architectDirecting and supervisingindividuals
Empowering and inspiringindividuals, but alsofacilitating teamwork
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XV. Likely Model of Twenty-
First-Century LeadershipFrom
Information held by fewdecision makers
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Information held by fewdecision makers
Information shared withmany, both internally andwith outside partners
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Information held by fewdecision makers
Information shared withmany, both internally andwith outside partners
Leader as boss, controllingprocesses and behaviors
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Information held by fewdecision makers
Information shared withmany, both internally andwith outside partners
Leader as boss, controllingprocesses and behaviors
Leader as coach, creatinglearning organizations
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XV. Likely Model of Twenty-
First-Century LeadershipFrom
Leader as stabilizer,balancing conflictingdemands and maintainingthe culture
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Leader as stabilizer,balancing conflicting
demands and maintainingthe culture
Leader as change agent,creating agenda for
change, balancing risksand evolving the cultureand the technology base
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Leader as stabilizer,balancing conflicting
demands and maintainingthe culture
Leader as change agent,creating agenda for
change, balancing risksand evolving the cultureand the technology base
Leader responsible for
developing good managers
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XV. Likely Model of Twenty-
First-Century LeadershipFrom To
Leader as stabilizer,balancing conflicting
demands and maintainingthe culture
Leader as change agent,creating agenda for
change, balancing risksand evolving the cultureand the technology base
Leader responsible for
developing good managers
Leader also responsible for
developing future leaders,serving as leader ofleaders
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Question
How effectively (and how quickly) are
we moving toward a 21st-Centurymodel of leadership?
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Leaders:
Strategies for Taking Chargeby
Warren Bennis and Burt Nanus