Charles C. Manz

Craig L. Pearce

Previous Books by Manz and Pearce -- Copyright Page -- Contents -- Twisted Leadership Defined -- PART ONE: The Leadership Disease and Its Cure -- Chapter 1: What is the Leadership Disease? -- Chapter 2: The Historical Roots of the Leadership Disease -- Chapter 3: Manifestations of the Leadership Disease -- Chapter 4: Four Common Approaches to Leadership Practice -- Chapter 5: Leadership Is a Process, Not Just a Role -- PART TWO: Effective Medications for the Leadership Disease -- Chapter 6: Self-Leadership (S1) -- Chapter 7: SuperLeadership (S2) -- Chapter 8: Shared Leadership (S3) -- Chapter 9: Socially Responsible Leadership (S4) -- PART THREE: Pulling It All Together -- Chapter 10: Integrating the Four Ss of Twisted Leadership -- Chapter 11: Prescriptions for Your Own Twisted Leadership -- ENDNOTES -- Resources -- Index -- About the Authors -- LEADERSHIP / MANAGEMENT / PERSONAL SUCCESS

How to Engage the Full Talents of Everyone in Your Organization

Twisted Leadership

Henry P. Sims

Share, Don’t Take the Lead is a book that offers an alternative perspective on leadership. The philosophy of shared leadership is straightforward: Leadership does not derive solely from position, authority, or hierarchy. Instead, leadership is something that can be executed by anyone who has the best knowledge or skill to undertake the leadership necessary in any given situation. Shared leadership is especially relevant, for example, in empowered teams where shared leadership can be initiated from any team member at any time, depending on the needs of the moment and the capabilities of the individuals. But the notion of shared leadership is also appropriate in a larger context. For example, an individual lower in the hierarchy can provide leadership if that person is best qualified to exercise it. Shared leadership also shows how hierarchical leaders with formal authority can use empowerment to develop leadership in others. This book tells the tales of how multiple trail blazing organizations used shared leadership to build high performance. The notion of shared leadership seems to contradict many of the bedrock ideas of efficient management and effective organizations. A typical first reaction is, “It’ll never work here!” Yet, the organizations that “get it” and implement this new powerful approach tend to be more innovative and to out-perform their “nay-sayer” competitors. In fact, shared leadership is one of the most important ideas to hit business in recent years—our recent feature article about shared leadership in the Wall Street Journal is testimony to that. Shared leadership can provide a way for companies to increase productivity, quality, and flexibility while meeting the competitiveness challenge. Share the Lead provides new insights and information about how to push the organizational envelope to new frontiers.

Share, Don’t Take the Lead

Joseph A. Maciariello

Hideki Yamawaki

Why Drucker's Ideas Matter More Now than Ever “This book is an excellent way to understand how Drucker’s ideas apply to today’s dilemmas, be they the problems faced by organizations, by governments, or by individuals.” -from the Foreword, by Charles Handy “This compilation of smart essays on the ‘Drucker difference’ illustrates how astonishingly wide the wings of Drucker’s wisdom have spread. We all stand gratefully in his shadows, silent in awe.” —Warren Bennis, Professor Emeritus, University of Southern California “Peter Drucker is more than a ‘management writer.’ He literally created the foundation on which a Functioning Society rests. In The Drucker Difference, Peter’s closest colleagues extend and amplify his tour de force body of ideas and ideals. It is the next step forward.” —Bob Buford, Chairman, The Drucker Institute, and Founder, Leadership Network “Much has been written by and about my friend and mentor, Peter Drucker. But this book is different. It is written by those who knew and understood him as friends and faculty colleagues and reflects his thoughts and principles as they are currently being taught to those who will be making a difference for tomorrow.” —C. William Pollard, Chairman Emeritus, The ServiceMaster Company “Hats off to the Drucker faculty members for putting the tacit knowledge they gained from working together with Peter Drucker into explicit knowledge through the publication of this book.” —Ikujiro Nonaka, Professor Emeritus, Hitotsubashi University, Japan, and Xerox Distinguished Faculty Scholar, University of California at Berkeley “The Drucker Difference is a unique book that enables present and future executives to capitalize on Peter Drucker’s wisdom and to comprehend that knowledge from an entirely new perspective.” —Minglo Shao, Chairman, Bright China About the Book: Peter F. Drucker was one of the most influential business thinkers in history. Considered the father of modern management, he was concerned not only with the human side of management, but also with the larger societal roles played by both companies and the individuals within them. If there has ever been a time when such thinkers are relevant, it is now. The Drucker Difference casts new light on Drucker’s business philosophy, analyzing his most important ideas in the context of today’s business world. Through individual contributions by professors from The Peter F. Drucker and Masatoshi Ito Graduate School of Management, it combines expert insight and current scholarship to reveal how organizations and executives can interpret and apply Drucker’s timeless ideas. Today’s top business thinkers provide sixteen chapters analyzing Drucker’s views on the most critical issues of our time, including: Government, business, and civil society (Ira Jackson) The interplay of values and power within companies (Karen E. Linkletter and Joseph A. Maciariello) Applying collaboration to “knowledge work” (Craig L. Pearce) Drucker’s management vision (Richard Smith) Economic environment, innovation, and industry dynamics (Hideki Yamawaki) Each contributor explains a single, classic aspect of Drucker’s work, examines its implications in today’s business environment, and applies an up-to-date and contemporary interpretation of Drucker’s wisdom. Covering everything from marketing and leadership to strategy and governance, The Drucker Difference is both a timely new assessment and a valuable addition to the canon of Drucker literature.

Craig L. Pearce

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