Peter F.Drucker writes in his foreword, "Leadership must be learned and can be learned-and this, of course, is what this book was written and should be used for." And hence, he defines simple but basic characteristics of effective leaders:
1. The only definition of a 'leader' is someone who has 'followers.' Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders.
2. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right things. Popularity is not leadership. 'Results' are.
3. Leaders are highly visible. They therefore set 'examples.'
4. Leadership is not rank, privileges, titles, or money. It is 'responsibility.'
After this excellent foreword, Frances Hesselbein, Marshall Goldsmith and Richard Beckhard divide this seminal book into four parts. Here, they note that "These parts have been chosen in a somewhat arbitrary manner. We deliberately gave the authors a free hand, and our revisions have been only mirror. The authors are all experts in their own right, and we wanted you to hear their views in an unfiltered form."
It is a great chance to read never before published essays of 37 distinguished authors under one roof.
Highly recommended.
Clearly, the writers do not believe in "closed" management (the direct and control sensibility of the days of yore). To a one, they advocate investing in those below you, creating leaders in all sectors and at all levels, trusting, collaborating and "leading with vision." Some particularly interesting essays were "Leading from the Grass Roots" by Sally Helgesen, "Leadership and Organizational Culture," by Edgar H. Schein, the "father" of organizational psychology, and "The Ultimate Leadership Task: Self-Leadership" by Richard L. Leider. In general, the section with essays entitled "Learning to Lead for Tomorrow," which was about education and executive training and development was the most engaging for me.
I bought this book because I read a very engaging portrait of Marshall Goldsmith in the New Yorker in April, who is a very successful "executive coach," helping executives with personal problems in their organizations turn their relationships around. The book overall had a kind of hypnotic effect, as it repeated the same message throughout. Here's a representative excerpt:
"The challenges ahead will require leaders to identify, promote, reinforce, and live as role models of key core values; inspire diverse groups to common, shared action in which they trade some of their autonomy for a long-term greater common good; and give their best efforts in pursuit of that common good." This is from an essay by George B. Weber who is listed as the secretary-general of the International Federation of Red Cross and Red Crescent Societies.
It's mildly interesting. I would recommend reading it in bits between other, different books.
