B R I E F I N G S on Becoming a Warren. Bennis Leader. BY KEVIN CASHMAN. IN R. E. V. IE. W. IN oUr WorK WiTH LEAdErS, no one has had a more profound. From: “On becoming a leader” Warren Bennis. Published by Random Century. ISBN Summarised by Andrew Gibbons. Downloaded free from. The manager administers; the leader innovates. • The manager is a copy; the leader is an original. • The manager maintains; the leader.
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ON BECOMING. A LEADER. By Warren Bennis. THE SUMMARY IN BRIEF. This summary examines the evolutionary process by which managers become lead-. CONFLICT MANAGEMENT Becoming a Conflict Competent Leader . More praise for On Becoming a Leader “This is Warren Bennis's most important book. tvnovellas.info 12/2/08 PM Page i More praise for On Becoming a Leader “Warren Bennis—master practitioner, researcher, and .
Leadership - Case studies Library catalog number: BF L4B37 Discussion This book should be at the top of the reading list in any serious study of leadership. This is the second of two volumes on leadership that have established Warren Bennis as an authority on the subject. The first book, Leaders, focused on the "what" of leadership. On Becoming A Leader presents the "how" of leadership by examining 28 case studies of leadership. Bennis distills out of these interviews common themes and attributes of the leadership experience. Both the personal qualities of these people and the environments in which they emerged as leaders are examined.
Commencement Speech P. And if I were restricted to three words in any commencement speech, they would be Ideas, Relationships, and Adventure. Ideas are the basis for change, for in-invention, for, yes, intellectual capital. Relationships have to do with outstanding people working in harmony and openness, where everyone feels empowered, where all members free included and at the center of things, where they feel competent and significant.
And Adventure has to do with risk, with a bias toward action, with curiosity and courage. And the challenge of leadership is to create the social architecture where ideas, relationships and adventure can flourish.
To an extent, leadership is like beauty: On Becoming a Leader is based on the assumption that leaders are people who are able to express themselves fully. By this I mean that they know who they are, what their strengths and weaknesses are, and how to fully deploy their strengths and compensate for their weaknesses.
They also know what they want, why they want it, and how to communicate what they want to others, in order to gain their cooperation and support. Finally, they know how to achieve their goals. In fact, the process of becoming a leader is much the same as the process of becoming an integrated human being. First, they all agree that leaders are made, not born, and made more by themselves than by any external means.
Second, they agree that no leader sets out to be a leader per se, but rather to express himself freely and fully. That is, leaders have no interest in proving themselves, but an abiding interest in expressing themselves.
But the best information we have suggests that adults learn best when they take charge of their own learning. So learning is simply a matter of remembering what is important. As Jung said, psychoanalysis is less a form of healing than a form of learning. In fact, in the current win-or-die context, people of extraordinary promise often have more difficulty fulfilling their promise than people of more docile character, because, at least in our time, genuine achievement can be less valued than simplistic success, and those who are skilled at achieving prominence are not necessarily those who are ready to lead once they arrive.
They can express the values that old the society together. Mastering The Context P.. Need for a Vision P. Right Thing P. They can serve as symbols of the moral unity of the society. Two people. John W.
First they are responsible for the effectiveness of organizations. If there are three or more. We need anchors in our lives. Most important. Short-term Thinking P. Leaders fill that need.
Every leader needs to have experienced and grown through following. In each case. Candor is based in honesty of though and action. Whatever vision each may have had sent unexpressed.. Understanding The Basics P. The next basic ingredient of leadership is integrity. They leave their past behind them and turn toward the future. The second basic ingredient of leadership is passion. Nixon and Carter P.
Nixon and Carter were all more driven than diving. Mastering the Context P. The leader has a clear idea of what he wants to do professionally and personally.
I think there are three essential parts of integrity: Kissinger p. Weaknesses P. On the other hand. Once Born. And we need people who know how to find problems. Faulkner P. You learn what you think by codifying your thinking in some way. Twice-borns generally suffer as they grow up.
Individuality P. Problem Finding P. We want to homogenize it. Twice Born P. Leaders who are twice born are inner-directed. Not Managers Pp. As they grow older. You can learn anything you want to learn. When you write your own life. Four Lessons of Self-Knowledge Pp. Accept responsibility. To learn is not to have.. Self-Invention P. True understanding comes from reflecting on your experience. A person does not gather learnings as possessions but rather becomes a new person.
To be authentic is literally to be your own author the words derive from the same Greek root.. Blame no one. Applauding yourself for the small successes. Learning is experiencing as a personal transformation. You are your own best teacher.
Knowing Yourself P. To become a leader the. Scientific learning. Role taking. Nothing is truly yours until you understand it. The second was a Asense of role. Kaplan said. Part of it is temperament. Unless you have the appetite to absorb new and potentially unsettling things.
You Can Learn Anything P. The first was a need to know Personal growth. Modes of Learning P. Practical accomplishment. AI would add a component to that. Reflecting on Experience P. Stagnation 8. What is it about you that you have always known as yourself? What are you conscious of in yourself: Zhivago P.
Identity Confusion 6. Yu in others. Guild 4. What this means is that here and now. Inferiority 5. Adolescence Identity vs..
All too often. Leaders are self-directed. And now listen carefully. In other words. However far back you go in your memory it is always some external manifestation of yourself where you come across your identity: Stagnation 7. Early Childhood Autonomy vs. But leaders are selfdirected. Old age Integrity vs. Infancy Basic trust vs.
School Age Industry vs. Young Adulthood Intimacy vs. Basic Mistrust 2. Life Stages of Erikson Pp. Play Age Initiative vs. Doubt 3. Unexamined Life Pp. Doubt Will or compulsion 3. Despair Wisdom or disdain Chemistry and Circumstance P. Autonomy vs. Integrity vs. Guild Purpose or inhibition 4. Trust vs.. Identity vs. Inferiority Competence or inertia 5. Stagnation Care or rejectivity 8. That is why true learning begins with unlearning.
And who knows what they might have done if they had chosen to follow their dreams? In the world according to Erikson. Generativity vs. Identity Confusion Fidelity or repudiation 6. Intimacy vs. What distinguishes the leader from everyone else is that he takes all of that and makes himself.
Initiative vs. In this way.. Stagnation Love or exclusivity 7. Like oarsmen. Unlike everyone else. Industry vs.
Mistrust Hope or withdrawal 2. True Self P. They must be learned. Teaching P. Type of Experiences P. Human Gap P. These experiences include broad and continuing education. The more we know about ourselves and our world.
Jean Piaget said. You become cause and effect rather than mere effect.
AEvery time we teach a child something. Knowing The World P. Learning vs. In making what the authors of the Club of Rome report call Athe shift from.. Innovative learning is a way of realizing vision.
Maintenance Learning. If you learn to anticipate the future and shape events rather than being shaped by them you will benefit in significant ways. It allows us to change the way things are.
Being limited and finite. Innovative Learning Pp.. Shock Learning keeps us in line and obedient. This can be used in the Gen Ed Page.. It is a dialogue that begins with curiosity and is fueled by knowledge.
General Education P. It is inclusive. It requires us to adjust to things as they are. We call it a human gap because it is a dichotomy between a growing complexity of our own making and a lagging development of our capacities. In innovative learning.
You learn from them. We also were alike in wanting to work very hard. If offered a promotion that required you to move to another city, would you discuss it with your family before accepting it? Would you rather be a small fish in a big pond, or a big fish in a small pond? In both cases, it has to be the result, not the cause.
You are rather old and stupid when you are young. The youngest men I ever met in my life were Luis Bunuel, who made his greatest films between the ages of 60 and 80, and Arthur Rubinstein, a man who became a genius at 80, being able to strike a note by raising his hand to heaven and making it fall exactly as Beethoven and Chopin demanded.
Pablo Picasso painted his most erotic and passionate works when in his 80s. These are men who earned their youth. It took them 80 years to become young. Second, you have to learn to lead, not contain. Fourth, you have to demonstrate through your behavior all the things you believe a leader and a follower should do.
Fifth, you need a great sense of freedom and scope so that you can free the people who work with you to live up to their potential. If you believe in the team approach, you must believe in people and their potential. And you must demand a great deal of them, but be consistent.
He loves to do what he does well, and having done it well, he loves to do it better. As weather shapes mountains, so problems make leaders. In this way, society as a whole is transformed.
Not even my assistant, who is too smart. The only power I have is the power of persuasion, or inspiration. Leaders are all of a piece; they stay the course. Leaders walk their talk. In true leaders, there is no gap between the theories they espouse and the life they practice.
Leaders are there when it counts; they are ready to support their co-workers in the moments that matter.