Spears – författare

"I believe that [Bob Greenleaf's] essay, 'The Servant as Leader' is the most singular and useful statement on leadership that I have read in the last 20 years. Despite a virtual tidal wave of books on leadership during the last few years, there is something different about Bob Greenleaf's essay, something both simpler and more profound . . . For many years, I simply told people not to waste their time reading all the other managerial leadership books. 'If you are really serious about the deeper territory of true leadership,' I would say, 'read Greenleaf.' " —from Chapter 20 by Peter M. Senge, Director of the Center for Organizational Learning at MIT's Sloan School of Management and author of The Fifth Discipline: The Art and Practice of the Learning Organization "There is a building momentum for enlightened leadership in the for-profit world, the social sector, and many areas of government today . . . Good books that deal with the beliefs and convictions that nurture this movement are not easy to find. This is one. Reflections on Leadership is a worthy and worthwhile gift to all those who attach high value both to their responsibilities and to the people with whom they work." —from the Foreword, by Max DePree, Chairman and CEO of Herman Miller Inc. and author of Leadership Is an Art and Leadership Jazz "I could give you three examples of major businesses who have used this business of servant-leadership training . . . at times of terrible crisis and have worked themselves out of the crisis. Practicing servant-leadership . . . had absolutely enormous incredible benefits for them . . . and then they threw it away. Because, as soon as the crisis passed, they said 'why exert ourselves?' The great problem is not how to . . . teach servant-leadership in the first place, but to get organizations to continue to use it and embed it in part of their culture." —from Chapter 7 by M. Scott Peck, author of The Road Less Traveled"Reflections on Leadership is fitting tribute to a man whose own sense of service has given all of us hope that at long last leaders will recognize that power of purpose is far stronger than power of position. After nearly 30 years, Robert K. Greenleaf's work has struck a resonant chord in the minds and hearts of scholars and practitioners alike. His message lives through others, the true legacy of a servant-leader." —Jim Kouzes, Chairman and CEO of TPG/Learning Systems and coauthor of The Leadership Challenge and Credibility"We are each indebted to Greenleaf for bringing spirit and values into the workplace. His ideas will have enduring value for every generation of leaders." —Peter Block, Founding Partner, Designed Learning Inc. and author of The Empowered Manager, Flawless Consulting, and Stewardship: Choosing Service Over Self-InterestIn the twenty-five years since Robert K. Greenleaf first articulated his vision of "servant-leadership," the world has seen a steady expansion in the influence of the man and his ideas. Hailed as the "grandfather" of the modern empowerment movement in business leadership, Greenleaf described true leaders as those who lead by serving others —empowering them to reach their full potential. He saw the ideal leader as one who transforms and integrates an organization; a steward with a commitment to the growth of people and the building of a community.Reflections on Leadership demonstrates the scope of Greenleaf's impact on contemporary management theory and offers key essays by Greenleaf and his leading business and intellectual disciples. They include such influential thinkers as M. Scott Peck, author of The Road Less Traveled, and Peter Senge, author of The Fifth Discipline."Despite all the buzz about modern leadership techniques, no one knows better than Greenleaf what really matters." —Working Woman magazineReflections on Leadership opens with two remarkable essays by Greenleaf himself. One of them, "Reflections from Experience," published here for the first time, presents Greenleaf's prophetic observations on the use of executive power in an organization. In "Life's Choices and Markers," Greenleaf recounts five significant influences that led him to develop his revolutionary ideas on the nature of leadership."Servant-leadership deals with the reality of power in everyday life—its legitimacy, the ethical restraints upon it and the beneficial results that can be attained through the appropriate use of power." —The New York TimesIn Reflections on Leadership, a host of notable management thinkers explore the implications of the servant-leadership concept in such areas as: Business ethicsTeam-building and servant-leadershipCorporate risk-takingSpirit in the workplaceBecoming a servant-leaderThe future of leadershipFor those who have already benefited from Greenleaf's ideas and wish to deepen their understanding, this is an essential book. It is also the ideal introduction for those eager to draw on a source of wisdom that has inspired so many others.

From INSIGHTS ON LEADERSHIP . . . Robert K. Greenleaf from "The Servant as Leader" "The servant-leader is servant first. Becoming a servant-leader begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The best test is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?" Stephen R. Covey from "Servant-Leadership from the Inside Out" "You may be able to buy someone's hand and back, but you cannot buy their heart, mind, and spirit. And in the competitive reality of today's global marketplace, it will be only those organizations whose people not only willingly volunteer their tremendous creative talent, commitment, and loyalty, but whose organizations align their structures, systems, and management style to support the empowerment of their people that will survive and thrive as market leaders." Ken Blanchard from "Servant-Leadership Revisited" "With the traditional pyramid, the boss is always responsible and the staff are supposed to be responsive to the boss. When you turn the pyramid upside down, those roles get reversed. Your people become responsible and the job of management is to be responsive to their people. That creates a very different environment for implementation. If you work for your people, then what is the purpose of being a manager? To help them accomplish their goals. Your job is to help them win." INSIGHTS ON LEADERSHIP CONTRIBUTORS Stephen R. Covey* Larry C. Spears* Robert K. Greenleaf* Ken Blanchard* Elizabeth Jeffries* Joe Batten* Lawrence J. Lad and David Luechauer* Jack Lowe Jr.* Ann McGee-Cooper* Peter Block* Susana Barciela* John J. Gardiner* Richard P. Nielsen* Jill W. Graham* Bill Bottum with Dorothy Lenz* Robert E. Kelley* Judith A. Sturnick* Parker J. Palmer* Diane Cory* Diane Fassel* Thomas A. Bausch* Christine Wicker* James Conley and Fraya Wagner-Marsh* Joseph Jaworski* John P. Schuster* Ken Melrose* John S. Lore* James A. Autry* Irving R. Stubbs* James M. Kouzes* Jeffrey N. McCollum* Margaret J. Wheatley* Don M. Frick "It is one of the great ironies of our age that we created organizations to constrain our problematic human natures, and now the only thing that can save these organizations is a full appreciation of the expansive capacities of us humans." --Margaret J. Wheatley from "What Is Our Work?" Leadership without hierarchy? Organization in a whirlwind of change? Community and shared responsibility in a global village? Soul in a free-enterprise world? Robert Greenleaf's visionary theory of Servant-Leadership continues to engage many of the best minds in and out of business. Greenleaf's prescriptions for employee empowerment and organizational change continue to achieve nothing short of miraculous results in organizations worldwide. As one enthusiastic observer wrote in Fortune magazine, "Once the consensus is forged, watch out: With everybody on board, your so-called implementation proceeds 'wham-bam.'" In this sequel to the critically acclaimed Reflections on Leadership, many of today's most respected business thinkers share their insights into key aspects of Robert Greenleaf's revolutionary thinking. Over the course of 33 essays, a dream team consisting of such luminaries as Stephen Covey, Ken Blanchard, Peter Block, Margaret Wheatley, John Schuster, and James Autry explore how Greenleaf has influenced today's business leaders and discuss a range of leadership principles at the heart of his philosophy, including stewardship, the spirit of the workplace, and the concept of healing leadership. A source of inspiration and instruction, Insights on Leadership is required reading for senior executives, community leaders, and managers in for-profit and nonprofit organizations.

Stereotyping - the process of perceiving and reacting to people in terms of their group membership - is a widespread phenomenon, and one of the most widely investigated topics in social psychology. This new book is about the causes and consequences of stereotyping. It begins from the premise that, in order to understand the nature and function of stereotyping, it is essential to understand its role in, and relationship to, the activities of social groups. In so doing, it provides an alternative to more cognitive approaches that regard stereotyping primarily as a bias produced by the limits of individual information processing.The contributors debate and challenge a range of traditional beliefs about stereotyping by exploring its social functions in intergroup contexts. They also tackle a range of thorny problems in sterotyping and related literatures: including the question of sterotype accuracy, why stereotypes develop and are widely shared, and how stereotypes and sterotyping impact upon people's self-esteem and self-definition. In short, this book examines how stereotypes are structured by social identities and the relations between groups.

Stereotyping - the process of perceiving and reacting to people in terms of their group membership - is a widespread phenomenon, and one of the most widely investigated topics in social psychology. This new book is about the causes and consequences of stereotyping. It begins from the premise that, in order to understand the nature and function of stereotyping, it is essential to understand its role in, and relationship to, the activities of social groups. In so doing, it provides an alternative to more cognitive approaches that regard stereotyping primarily as a bias produced by the limits of individual information processing.The contributors debate and challenge a range of traditional beliefs about stereotyping by exploring its social functions in intergroup contexts. They also tackle a range of thorny problems in sterotyping and related literatures: including the question of sterotype accuracy, why stereotypes develop and are widely shared, and how stereotypes and sterotyping impact upon people's self-esteem and self-definition. In short, this book examines how stereotypes are structured by social identities and the relations between groups.