On Leadership

On Leadership
$3.95 Shipping
List Price
49% Off
You Save

  • Condition: New
  • Provider: Book Smart COM LLC Contact
  • Provider Rating:
  • Ships From: Philadelphia, PA
  • Shipping: Standard, Expedited
  • Comments: .

   30-day money back guarantee
$3.95 Shipping
List Price
86% Off
You Save

  • Condition: Acceptable
  • Provider: StVincentCharity Contact
  • Provider Rating:
  • Ships From: Eugene, OR
  • Shipping: Standard
  • Comments: Paperback The item is fairly worn but still readable. Signs of wear include aesthetic issues such as scratches, worn covers, damaged binding. The item may have identifying markings on it or show other signs of previous use. May have page creases, creased spine, bent cover or markings inside. Packed with care, shipped promptly.

   30-day money back guarantee

Ask the provider about this item.

Most renters respond to questions in 48 hours or less.
The response will be emailed to you.
  • ISBN-13: 9780029113127
  • ISBN: 0029113121
  • Publication Date: 1993
  • Publisher: Simon & Schuster


Gardner, John W.

1 Customer Product Reviews


Chapter 1 THE NATURE OF LEADERSHIPLeadership is a word that has risen above normal workaday usage as a conveyor of meaning. There seems to be a feeling that if we invoke it often enough with sufficient ardor we can ease our sense of having lost our way, our sense of things unaccomplished, of duties unfulfilled.All of that simply clouds our thinking. The aura with which we tend to surround the wordsleaderandleadershipmakes it hard to think clearly. Good sense calls for demystification.Leadership is the process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers.In any established group, individuals fill different roles, and one of the roles is that of leader. Leaders cannot be thought of apart from the historic context in which they arise, the setting in which they function (e.g., elective political office), and the system over which they preside (e.g., a particular city or state). They are integral parts of the system, subject to the forces that affect the system. They perform (or cause to be performed) certain tasks or functions that are essential if the group is to accomplish its purposes.All that we know about the interaction between leaders and constituents or followers tells us that communication and influence flow in both directions; and in that two-way communication, nonrational, nonverbal, and unconscious elements play their part. In the process leaders shape and are shaped. This is true even in systems that appear to be led in quite autocratic fashion. In a state governed by coercion, followers cannot prevent the leader from violating their customs and beliefs, but they have many ways of making it more costly to violate than to honor their norms, and leaders usually make substantial accommodations. If Julius Caesar had been willing to live more flexibly with the give-and-take he might not have been slain in the Senate House. Machiavelli, the ultimate realist, advised the prince, "You will always need the favor of the inhabitants....It is necessary for a prince to possess the friendship of the people."The connotations of the wordfollowersuggest too much passivity and dependence to make it a fit term for all who are at the other end of the dialogue with leaders. I don't intend to discard it, but I also make frequent use of the wordconstituent.It is awkward in some contexts, but often it does fuller justice to the two-way interchange.Elements of physical coercion are involved in some kinds of leadership; and of course there is psychological coercion, however mild and subtle, including peer pressure, in all social action. But in our culture, popular understanding of the leadership process distinguishes it from coercion -- and places those forms involving the least coercion higher on the scale of leadership.The focus of this book is leadership in this country today. Examples are drawn from other cultures and many of the generalizations are relevant for all times and places; but the focus is here and now. The points emphasized might be different were I writing fifty years ago or fifty years hence, or writing of Bulgaria or Tibet.DistinctionsWe must not confuse leadership with status. Even in large corporations and government agencies, the top-ranking person may simply be bureaucrat number 1. We have all occasionally encountered top persons who couldn't lead a squad of seven-year-olds to the ice cream counter.It does not follow that status is irrelevant to leadership. Most positions of high status carry with them symbolic values and traditions that enhance the possibility of leadership. People expect governors and corporation presidents to lead, which heightens the possibility that they will. But the selection process for positions of high status does not make that a sure outcome.Similarly, we mustGardner, John W. is the author of 'On Leadership', published 1993 under ISBN 9780029113127 and ISBN 0029113121.

[read more]

Average customer review

1 Customer Product Reviews

5 Star
60% Complete
4 Star
40% Complete
3 Star
30% Complete
2 Star
10% Complete
1 Star
00% Complete
 By {{post.name|unescape}}

{{post.questionOneAnswer|unescape}} {{post.questionTwoAnswer|unescape}}

[read more]

Questions about purchases?

You can find lots of answers to common customer questions in our FAQs

View a detailed breakdown of our shipping prices

Learn about our return policy

Still need help? Feel free to contact us

View college textbooks by subject
and top textbooks for college

The ValoreBooks Guarantee

The ValoreBooks Guarantee

With our dedicated customer support team, you can rest easy knowing that we're doing everything we can to save you time, money, and stress.