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Bezig met laden... Leading Without Power: Finding Hope in Serving Community, Paperback Editiondoor Max De Pree
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 Meld je aan bij LibraryThing om erachter te komen of je dit boek goed zult vinden. Op dit moment geen Discussie gesprekken over dit boek.  Jared_Runck | Jul 8, 2019 |  geen besprekingen | voeg een bespreking toe
Simple yet profound, Max De Pree's observations are often quoted byAmerica's top CEOs, educators, and opinion makers. The best-sellingauthor of Leadership Is an Art and Leadership Jazz,he has done no less than revolutionize leadership thinking andpractice. Now, in Leading Without Power, De Pree finds thatthe most successful organizations of the Information Age operatenot as controlled collections of human resources, but as dynamiccommunities of free people. And in order to mobilize thesecommunities, leaders must know how to lead without power, becausefree people follow willingly or not at all. "This is a book to be read, reread, shared widely within anyorganization. Every chapter has pictures for our mind that willremain vivid long after the book is closed. A vibrant testament tohuman potential, the why of work." ?Frances Hesselbein, president and CEO, Leader toLeader Institute formerly the Drucker Foundation De Pree holds up nonprofits as mirrors of our greatestaspirations places where people work for the opportunity tocontribute to the common good, and for the chance to realize theirfull human potential. He calls such organizations movements andchallenges others to follow their example. Movements, De Preemaintains, transcAnd ?the deceptive simplicity of a single bottomline? and set standards for leadership and service allorganizations should reach for. They lead not with the power of thepaycheck or with bureaucratic carrots-and-sticks, but with thepromise of meaningful work and lives fulfilled. For that reason,nonprofit or otherwise, they are the most successful organizationsof all. Brimming with rich, warm, and wise advice, LeadingWithout Power takes an enlightened look at the forces thatdrive selfless accomplishment. It offers encouragement and hope forcreating organizations that inspire the very best in people. And itprovides leaders at every level with a new context for effectingpositive change. Table of Contents: Places of Realized Potential What's a Movement? A Context for Service What Shall We Measure? The Language of Potential Service Has Its Roots Attributes of Vital Organizations Vision Trust Me Why Risk It? The Function of Hope Elements of a Legacy Moral Purpose and Active Virtue Geen bibliotheekbeschrijvingen gevonden. |
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 Google Books — Bezig met laden...GenresDewey Decimale Classificatie (DDC)361.37Social sciences Social problems and services; associations Social problems and services Social Work Volunteer WorkLC-classificatieWaarderingGemiddelde: (4)
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What follows are a series of meandering essays on various aspects of not-for-profit leadership. “Meandering,” I suppose, has a too-negative connotation; to clarify, I do not mean that the essays are “unfocused” or “repetitive” or “confusing.” They do wander, but in a way that serves to draw the reader in. It is clear from the very first pages that what you are reading is the distilled wisdom of decades of successful leadership in both for-profit and non-profit arenas. I found myself taking pages of notes on a book that could easily been read in a few hours’ time, finding on nearly every page some personally-relevant insight.
De Pree is a master of the distilled insight. In fact, odd as it sounds, I found him to be only an average story-teller. However, he has mastered the art of the memorable turn-of-phrase. For example:
• “It’s much easier to extrapolate from the past than to imagine what’s possible in the future”
• “To measure performance is to gauge a group’s sense of urgency.”
• “What we do will always be a consequence of who we have become.”
By far, the most important insight is that the basic purpose of any successful organization must be helping people realize their potential. (What makes non-profit organizations such an important part of American corporate culture is that, for them, that purpose is more or less explicit.) Successful leaders do not “grow companies”; they “grow people.”
I can think of no other way to emphasize the power of this little book other than to confess that I first picked it up in order to give it away. I was in the process of moving my office library back home, trying to clear as much space in my home library, and being as draconian as a tender-hearted bibliophile could be. However, this book has earned back its place on my shelf and will, I think, long stand in the number of the best books I’ve ever read on the nature of effective leadership. (