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Leadership on the Line: Staying Alive Through the Dangers of Leading |  | Автори: Martin Linsky, Ronald A. Heifetz
Издател: Harvard Business Press
Категория: Book
Цена: $32.95
Купи Използван: $14.74
от 9/8/2010 04:28 CDT детайли
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Продавач: Town & City Books
Оценка:  38 ревюта
Позиция по продажби: 7310
Медия: Hardcover
Издание: 1
Страници: 252
Брой Продукти: 1
Транспортно тегло (lbs): 1.2
Размери (in): 9.3 x 6.5 x 1
ISBN: 1578514371
Номер по клас. на Деви: 303.34
EAN: 9781578514373
Дата на публикуване: Април 18, 2002
Наличност: Usually ships in 1-2 business days
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Amazon.com Review
Climbing Mount Everest: dangerous. Hitchhiking in Colombia: very dangerous. Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration." This one doesn't. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. But adaptive change always encounters resistance. Heifetz and Linsky examine four forms of resistance--marginalization, diversion, attack, and seduction--before presenting a number of practical resistance-response skills to nurture and employ. Some are fairly obvious (like developing and maintaining perspective, and holding steady in the midst of change), and others more complex (like thinking politically when dealing with friends, foes, and fence sitters), but shimmering nuggets of insight and practical wisdom can be found in each. The dangers of leadership also spring from within, however, and the book's final section addresses ways to recognize and manage competing "hungers" and learn to distinguish one's roles from one's self. The authors' points are illustrated by the experiences of leaders from all walks of life, making this a useful and inspiring manual for anyone hoping to put themselves on the line and make a difference in the lives of others. --S. Ketchum
Product Description
Every day, in every facet of our lives, opportunities to lead call out to us. At work and at home, in our local communities and in the global village, the chance to make a difference beckons. Yet often, we hesitate. For all its passion and promise, for all its excitement and rewards, leading is risky, dangerous work. Why? Because real leadership-the kind that surfaces conflict, challenges long-held beliefs, and demands new ways of doing things-causes pain. And when people feel threatened, they take aim at the person pushing for change. As a result, leaders often get hurt both personally and professionally. In Leadership on the Line, renowned leadership authorities Ronald A. Heifetz and Marty Linsky marshal a half century of combined teaching and consulting experience to show that it is possible to put ourselves on the line, respond effectively to the risks, and live to celebrate our efforts. With compelling examples including the presidents of countries and the presidents of organizations, everyday managers and prominent activists, politicians and parents, the authors illustrate proven strategies for surviving and thriving amidst the dangers of leading: · "Getting on the balcony": stepping back to get perspective while remaining fiercely engaged · "Thinking politically": keeping the opposition close, but watching your allies, too · "Orchestrating the conflict": using stress productively to work the issues · "Giving the work back": putting the responsibility on those who need to make the change · "Holding steady": maintaining your focus while taking the heat The authors also address often-neglected aspects of leadership, such as how to manage your personal vulnerabilities, and how to anchor yourself and sustain your spirit through tough times. Both uplifting and practical, this essential book enables each of us to lead courageously and confidently-without losing ourselves.
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| Клиентски ревюта:
Ревюта 1-5 продукта от 38
 Leadership Lessons That Stick Август 23, 2010
Gregory Peterson (Boston, MA USA)
Great communication is always an exercise in leadership. And great leaders always seem to understand that great communication doesn't just happen. It is this group, the leaders who know what they don't know and are willing to invest in their communications asset that will find merit in this provocative book from Harvard Professors Heifetz and Linsky. (The book has been around for years, now, but its lessons are evergreen.) Here are a few excerpts to give you a sense of how this text is different from so many other leadership books:
"To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear--their daily habits, tools, loyalties, and ways of thinking--with nothing more to offer perhaps than a possibility. ...The deeper the change and the greater the amount of new learning required, the more resistance there will be and, thus, the greater the danger to those who lead. For this reason, people often try to avoid the dangers, either consciously or subconsciously, by treating an adaptive challenge as if it were a technical one. This is why we see so much more routine management than leadership in our society.
"The hope of leadership lies in the capacity to deliver disturbing news and raise difficult questions in a way that people can absorb, prodding them to take up the message rather than ignore it or kill the messenger....The sustainability of change depends on having the people with the problem internalize the change itself.
"The exercise of leadership can give life meaning beyond the usual day-to-day stakes--approval of friends and peers, material gain, or the immediate gratification of success--because, as a practical art, leadership allows us to connect with others in a significant way. The word we use for that kind of connection is love.... At its best, leadership is a labor of love."
Pick up a copy. I think you'll find it a good investment...
 Great insights from a couple Harvard profs. Февруари 3, 2010
Sharon Drury (Indpls, IN)
Great insights from a couple Harvard profs. They admit it sounds a bit too soft, but I think it's the best line in the book: "Exercising leadership is a way of giving meaning to your life by contributing to the lives of other. At its best, leadership is a labor of love." S. Drury
Extremely Valuable Октомври 3, 2009
C. S. Jones
Heifitz and Linsky write that leading people through difficult change, challenging what they hold dear, can be a dangerous enterprise. They say, "This book is about putting yourself and your ideas on the line, responding effectively to the risks, and living to celebrate the meaning of your efforts" (3). The book is arranged according to three fundamental questions the authors attempt to answer: Why or how is leadership dangerous? How can a leader respond to the dangers? And how can a leader keep his or her spirit alive when leading becomes difficult?
First, why or how is leadership dangerous? One persistent perception in leadership is that most people are resistant to change. Heifetz and Linsky posit that it is not change per se that people resist, but loss (11). Leadership becomes dangerous when leaders question people's habits, values, and beliefs and people cannot see the bright future leaders ask them to sacrifice for, but see only suggested possibilities requiring great loss (12). It is adaptive change rather than technical challenges which cause so much of the danger in leading (13). Technical problems are the ones for which the organization already has the answer. Adaptive challenges require painful transition in attitudes, values, and/or behaviors. Adaptive change must be internalized by the people with the problem. Hearts and minds must change not just preferences or routine behaviors (60). People can push back against leaders during adaptive change in a variety of ways. Leaders are in danger of being marginalized and attacked personally under the assumption that if you take down the leader the issues will go away. Leaders can be seduced by their own human appetites or their need for approval and lose their sense of purpose (32-45).
Secondly, how can leaders respond to the dangers of leading through adaptive change? It is necessary for leaders to practice the discipline of gaining perspective in the midst of battle, including the ability to see the leader's own role in the conflict (51-54). Leaders will also need to learn how to operate in the midst of the various relationships within the organization - including partners, opponents, and the uncommitted mass of people the leader is attempting to move through adaptive change (89-100). Another way leaders can respond to the dangers is to orchestrate the conflict by creating holding environments in which to work through the process of change, knowing how to manage the stress within the organization, pacing the work, and continually casting a vision of the future (102-120). Leaders can also work to take the burden for change off of their own shoulders and appropriately place the work with the people within the organization (123). Leaders must also learn to maintain a steady course throughout the change process by knowing how to take the heat from angry followers, allow for the appropriate time to act on issues, and keep everyone's attention focused on the issues (141-154).
Third question: how can a leader keep his or her spirit alive when leading becomes difficult? Heifetz and Linsky offer four suggestions. Leaders need to learn to manage their natural human appetites, especially the desire for intimacy, and to care for themselves so that they do not contribute to their own demise (163). Another strategy for leaders is to differentiate between the role of leader and who they are personally (187). A third coping strategy is for leaders to be clear on why they are leading and to keep the bigger picture in focus (209). Finally, the authors recommend that leaders continually develop and protect within themselves the qualities of innocence, curiosity, and compassion (225).
The authors succeed in their stated purpose of answering their three fundamental questions. By using honest language and real world examples, some personal and painful, the authors equip readers with a good understanding of the nature of leading through adaptive change. At the same, the authors are honest about how leading is an improvisational skill. They have not written a technical "how-to" book, but an honest assessment of the change process and the things leaders can do in the midst of that process to stay healthy and connected. Because the nature of leadership sometimes involves being out front and guiding others into an unknown future, leaders from all walks of life would benefit from reading this book. Leadership on the Line is about the dynamics of relationships within an organization as people face adaptive change. Leaders who reflect on the issues raised and the suggestions made by the authors will have a better understanding of how to stay connected to themselves and to their followers as they walk together and confront painful transitions.
Ministerial leaders may be hesitant to read Leadership on the Line because it is a secular source not written to specifically address the dynamics of congregational leadership. This would be a mistake, however, because the book is surprisingly relevant to ministerial leadership issues. It is usually accepted as a given that today's churches find themselves in a rough sea of change, and there are countless volumes available making the case for why change is necessary and what the church should look like on the other side of change. But pastors may have a difficult time finding books like Leadership on the Line that describe why their congregation prefers solving technical problems and not embracing the process of adaptive change, and how the pastor can operate through the process.
It may be that church culture does not allow for such an honest discussion on the dangers of church leadership because of the high ideals and expectations involved with beings God's people. But who has not been wounded and scarred by relationships in the body of Christ? Peter L. Steinke writes how people and entire congregations are susceptible to the effects of anxiety, which is heightened during adaptive change, and he echoes Heifetz and Linsky by stating that how the pastor responds to the anxiety and conflict, rather than the conflict itself, will determine the outcome (Peter L. Steinke, Congregational Leadership in Anxious Times: Being Calm and Courageous No Matter What. Herndon, VA: The Alban Institute, 2006). Studies have shown that one of the two main reasons pastors leave local church ministry is because of church conflict (Dean R. Hoge and Jacqueline E. Wenger. Pastors in Transition: Why Clergy Leave Local Church Ministry. Grand Rapids, MI: Eerdmans, 2005, 76). Seminary courses in pastoral leadership often speak of the reality of dangers in congregational leadership, but often do not give the needed depth of study to equip pastors for the process of adaptive change. This makes Leadership on the Line an important companion because it helps the ministerial leader to think about why leading is so dangerous, what is at stake for congregants, how to operate in the heat of battle, and how to take care of their personal lives and stay connected to others at the same time. It is also a good reminder of the purpose of leading and the joys involved. This is especially true of congregational leadership.
Leadership on the Line Юли 12, 2009
Pat (Morris, CT USA)
This book is written so a lay person can understand its concepts and use them in their everyday life. I would highly recommend it to anyone whether a student, a business person or someone like myself: retired, but always interested in continuing to learn.
 Interesting follow up Май 8, 2009
Brigitt Hoosang (Jamaica, West Indies)
0 от 3 намериха ревюто за полезно
For continuing professional development, research material and just information, this was an easy informative read.
Ревюта 1-5 продукта от 38
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