Leadership for the Disillusioned: Moving beyond myths and heroes to leading that liberates
Allen & Unwin, 1. 1. 2007 - 417 strán (strany)
Leadership for the Disillusioned is a true gem among the avalanche of books published each year on leadership. In a very different voice, Amanda Sinclair provides us with deep insights in her search for a different type of leader she truly liberates us from the shadow side of the leader within.'
Professor Manfred Kets de Vries, Director, INSEAD Global Leadership Center
We expect our leaders to be assertive, confident, in control. Can they, and we, live up to this? Or should leadership instead be aimed at altogether different outcomes?
Amanda Sinclair, writer, professor at Australia's foremost Business School and yoga teacher, tackles these fundamental questions about leadership head on. She shows how our ideas about leadership have been captured by narrow interests and corporate templates. Challenging leadership assumptions and myths, she explores an approach to leading that is truly liberating for both leaders and those around them.
Leadership for the Disillusioned is not a guide to getting to the top: it will take you on a different journey. Sinclair draws on a wide set of social ideas, including Eastern philosophies, as well as personal encounters with exceptional leaders.
Leadership for the Disillusioned is for anyone who is looking for an alternative way to lead.
This is a marvellous book, one of the best I have ever read on leadership...Beautifully written, clear and concise, it is also personal, experiential and empowering.'
Professor David Collinson, Lancaster University Management School
At long last, Amanda Sinclair blows open leadership myths?this book is a must for all of us who want leadership to be about liberation and freedom.'
Rhonda Galbally, CEO, www.ourcommunity.com.au
Amanda brings a philosophical skepticism to much academic writing about leadership...she has produced a book marked by honesty and self-examination.'
Professor Glyn Davis, Vice-Chancellor of the University of Melbourne
Čo hovoria ostatní - Napísať recenziu
Na obvyklých miestach sme nenašli žiadne recenzie.
PRACTICES OF LIBERATING LEADERSHIP
Iné vydania - Zobraziť všetky
Aboriginal activity allow approach argue asked assumptions attention audiences Australian authentic authority become body breathing capacity challenge Chapter connection consciously corporate create critical cultural described discussion draw early effects encouraged example expectations experience explore feel followers forms further gender ideas identify identity important individual initiatives insights institutional intent interest kind lead leaders leadership learning less levels liberating lives look means mind observing offered one’s organisations ourselves participants particularly performance physical police political position possibilities practice present pressure problem question reflective relations requires resistance responsibility role Sarra senior sense social sometimes spirituality started structural studies success suggest teachers teaching things thinking traditions transformational understanding values women writing
Strana 69 - Go back to Mississippi, go back to Alabama, go back to South Carolina, go back to Georgia, go back to Louisiana, go back to the slums and ghettos of our Northern cities knowing that somehow this situation can and will be changed. Let us not wallow in the valley of despair.
Strana 75 - The problem is not of trying to dissolve them in the utopia of a perfectly transparent communication, but to give one's self the rules of law, the techniques of management, and also the ethics, the ethos, the practice of self, which would allow these games of power to be played with a minimum of domination.
Strana 79 - is not something that is acquired, seized, or shared, something that one holds on to or allows to slip away; power is exercised from innumerable points, in the interplay of nonegalitarian relations
Strana 38 - How then can researchers position themselves less as 'masters of truth and justice' and more as creators of a space where those directly involved can act and speak on their own behalf?
Strana 127 - Czarniawska-Joerges (1994) argued that identity construction becomes a "continuous process of narration where both the narrator and the audience formulate, edit, applaud, and refuse various elements of the ever-producing narrative
Strana 8 - Heifetz, who accuses us of looking for the wrong kind of leadership when the going gets tough: "in a crisis,.. we call for someone with answers, decision, strength, and a map of the future, someone who knows where we ought to be going—in short someone who can make hard problems simple...
Strana 23 - Leadership is morally purposeful and elevating, which means, if nothing else, that leaders can, through deploying their talents, choose purposes and visions that are based on the key values of the work force and create the social architecture that supports them. Finally, leadership can move followers to higher degrees of consciousness, such as liberty, freedom, justice, and self-actualization.
Strana 50 - discipline' problems it was because she had failed to love them enough: 'women teachers became caught, trapped, inside a concept of nurturance which held them responsible for the freeing of each little individual, and therefore for the management of an idealist dream, an impossible fiction' (Walkerdine, 1992: 16). It sounds somewhat ludicrous when caricatured in this way, but this was the essence of a particular 1970s style of teaching, and a lot of feminists, reacting against the general of the...
Strana 145 - Walking the spiritual path properly is a very subtle process; it is not something to jump into naively. There are numerous sidetracks which lead to a distorted, ego-centred version of spirituality; we can deceive ourselves into thinking we are developing spiritually when instead we are strengthening our egocentricity through spiritual techniques.