Twisted Leadership - by Charles C Manz & Craig L Pearce (Hardcover)
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<p/><br></br><p><b> Book Synopsis </b></p></br></br><b>Discover a new way of thinking about leadership - learn how anyone, at any level of an organization, can be a leader.</b> <p/> Today's business, political, and not-for-profit worlds are plagued by a leadership disease - the overly simplistic view of leadership as something that resides in one person, or a few people, who influence lower-level subordinates. This wrong-headed view of leadership is dangerous - it fosters corruption, abuse of power, and the waste of human talent. <i>Twisted Leadership</i> offers a cure for this leadership disease. <p/> The book shows you that leadership is a dynamic, complex social process, not just a role occupied by an individual at the top. You'll learn how to combine four practical strategies - self, super, shared, and socially responsible leadership - to create a new kind leadership that can be exchanged among all members of an organization based on the context, goals, knowledge, experience, or general needs of everyone involved. It's the ultimate cure for the leadership disease. Learn: <ul> <li>How the leadership disease was originally contracted what damage it can do</li> <li>Why today's common approaches to leadership practice aren't good enough</li> <li>How to view leadership as a process, not just a role</li> <li>How to use the four strategies of twisted leadership to treat the disease </li> </ul> The book concludes with prescriptions to facilitate <i>sustainable</i> twisted leadership. You'll discover how the lines between leaders and followers (who often know more and are in a better position to exercise leadership over themselves and others at key points in work processes) have become blurred. And after reading this book, you'll see that a new kind of leadership has arrived, just in time.<p/><br></br><p><b> Review Quotes </b></p></br></br><br>"This provocatively titled book is <i>not</i> about 'narcissism and self-serving destructive motives and action on the part of so many power holders, ' as some may surmise, but rather promulgates 'intertwined, synergistic . . . process-based leadership.' So write business professors Charles Manz and Craig Pearce, who elegantly describe four components of twisted leadership as complementary strands woven together in a rope: self-leadership, SuperLeadership, shared Leadership, and socially responsible leadership. <p/> The professors identify the destructive effects of 'centralized, top-down, hierarchical leadership, ' labeling it 'leadership disease, ' and propose the four strands referenced above as 'effective medications.' The strands are fully discussed in individual chapters, which include an overview, a seven-step progression to achieve success, and several questions for the reader to answer. <p/> Each form of 'twisted leadership' is uniquely important and stands on its own, but as Manz and Pearce point out, together they are 'like synergistic strands that, when twisted together, can create a formidable rope.' To demonstrate the collective power of the four strands, the authors use as an example W. L. Gore and Associates, a highly successful manufacturer of multiple products that all use as their primary ingredient the company's well-known Gore-Tex. <p/> <i>Twisted Leadership</i> closes with a chapter that details 'prescriptions' for implementing the principles of twisted leadership in organizations, along with a useful resources section for further study. Competing with the authors of numerous other leadership books in a burgeoning category, Manz and Pearce are to be commended for putting a new twist on the subject. <p/> Barry Silverstein, <i>Foreword Reviews</i><br><br>Competing with the authors of numerous other leadership books in a burgeoning category, Manz and Pearce are to be commended for putting a new twist on the subject. -- <i>Foreword Reviews</i><br><p/><br></br><p><b> About the Author </b></p></br></br><b>Charles C. Manz, Ph.D., </b> is a speaker, consultant, and bestselling author of over 200 articles and scholarly papers and more than 20 books, including <i>Self-Leadership; The New SuperLeadership; Share, Don't Take the Lead; The Power of Failure; Fit to Lead; Business Without Bosses; The Leadership Wisdom of Jesus; Foreword Reviews</i> magazine best-book-of-the-year Gold Award winner <i>Emotional Discipline;</i> and Stybel-Peabody National Book Prize-winner <i>SuperLeadership.</i> His work has been featured in the <i>Wall Street Journal, Fortune, U.S. News & World Report, Success, Psychology Today, Fast Company, </i> and other national media. He is the Nirenberg Chaired Professor of Leadership in the Isenberg School of Management at the University of Massachusetts Amherst. Formerly a Marvin Bower Fellow at the Harvard Business School, his clients have included 3M, Ford, Xerox, General Motors, P&G, American Express, the Mayo Clinic, Banc One, the U.S. and Canadian governments, and many others. <p/><b>Craig L. Pearce, Ph.D., </b> is a speaker, consultant, and entrepreneur. He has published scores of articles and several books, including <i>Share, Don't Take the Lead; The Drucker Difference;</i> and <i>Shared Leadership.</i> His work has garnered many awards, including the Penn State Alumni Fellow Award, and has been featured in the <i>Wall Street Journal</i> and the <i>Financial Times Agenda.</i> He is the Ben May Distinguished Professor at the Mitchell College of Business, University of South Alabama. He has lectured at many leading universities, including Harvard, Duke, University of Amsterdam, Vienna University, Peking University, Instituto de Empresa. He was the founding Director of the Deloitte Leadership Institute in Istanbul and has consulted for numerous organizations, including American Express, the Central Intelligence Agency, Land Rover, Mack Trucks, Panda Express, and many others. He is both a leadership development expert and a leader, drawing from real-life leadership experience building entrepreneurial firms.
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