The Working Leader
The Triumph of High Performance Over Conventional
1st Edition
Published on 11. May 2010
288 pages
978-1-4391-0634-1 (ISBN)
Description
The goal: To be a leader who has an agenda, knows the system inside out, is comfortable with fluidity, and recognizes that the parts do not always fit into an integrated whole.
Schooled to oversee fixed, almost unvarying routines, managers today are unprepared to manage the conflicts in modern work flow relationships. Sayles shows with vivid case studies how middle managers with an in-depth understanding of the organization can resolve the inherent contradictions and ambiguities among design, sales, and manufacturing.
Schooled to oversee fixed, almost unvarying routines, managers today are unprepared to manage the conflicts in modern work flow relationships. Sayles shows with vivid case studies how middle managers with an in-depth understanding of the organization can resolve the inherent contradictions and ambiguities among design, sales, and manufacturing.
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Leonard R. Sayles
The Working Leader
The Triumph of High Performance Over Conventional Management Principles
Book
05/1999
Touchstone
€20.00
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Person
Leonard R. Sayler is Senior Rcscarch Scientist at the Corder for Creative Leadership and Professor Emeritus, Graduate School of Business at Columbia University. His consulting has focused largely on leadership in technology implementation, and his many books are translated into eight languages. He is a Fellow of the American Anthropological Association.
Henry Mintzberg is the author of several seminal books, including The Nature of Managerial Work, The Rise and Fall of Strategic Planning, and Managers Not MBAs. He is Cleghorn Professor of Management Studies at McGill University.
Henry Mintzberg is the author of several seminal books, including The Nature of Managerial Work, The Rise and Fall of Strategic Planning, and Managers Not MBAs. He is Cleghorn Professor of Management Studies at McGill University.
Content
- Intro
- Dedication
- Foreword
- Chapter 1: Waltz Faster-They're Playing a Tango
- Chapter 2: A New Leadership Perspective
- Chapter 3: U.S. Management Principles: A Step Back from the Future
- Chapter 4: Efficiency, Quality, Service, and Innovation: The Same Work Leadership Challenge
- Chapter 5: Coordination: Why It's Hard to Make Things Work
- Chapter 6: The New Leadership
- Chapter 7: High Performance as a Source of Motivation
- Chapter 8: Strategy from Below
- Chapter 9: Managing Stability and Managing Change
- Chapter 10: The Decision Process and Management Teams
- Chapter 11: What Senior Managers Can Do to Encourage Work Leadership
- Chapter 12: Finding Leadership in Management Research
- Chapter 13: The Leadership Solution
- Research Appendix
- Acknowledgments
- Notes
- Endnotes
- Index
- Copyright
