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eBook Leadership on the Line: Staying Alive through the Dangers of Leading epub

by Martin Linsky,Ronald A. Heifetz

eBook Leadership on the Line: Staying Alive through the Dangers of Leading epub
  • ISBN: 1578514371
  • Author: Martin Linsky,Ronald A. Heifetz
  • Genre: Business
  • Subcategory: Management & Leadership
  • Language: English
  • Publisher: Harvard Business Review Press; 1 edition (April 18, 2002)
  • Pages: 252 pages
  • ePUB size: 1717 kb
  • FB2 size 1357 kb
  • Formats mobi lrf azw mbr


But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky

It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside.

Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership

Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and.

Ronald A. Heifetz, Marty Linsky

Ronald A. Heifetz, Marty Linsky. Acknowledgments Introduction Part One: The Challenge Chapter 1: The Heart of Danger Chapter 2: The Faces of Danger Part Two: The Response Chapter 3: Get on the Balcony Chapter 4: Think Politically Chapter 5: Orchestrate the Conflict Chapter 6: Give the Work Back Chapter 7: Hold Steady Part Three: Body and Soul Chapter 8: Manage Your Hungers Chapter 9: Anchor Yourself Chapter 10: What's on the Line? Chapter 11: Sacred Heart Notes Index About the Authors.

The dangerous work of leading change-somebody has to do it. Will you put yourself on the line?To lead is to live dangerously. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky

The dangerous work of leading change-somebody has to do it. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky.

In Leadership on the Line, renowned leadership authorities Ronald A. Heifetz and Marty Linsky marshal a half century of combined teaching and consulting experience to show that it is possible to put ourselves on the line, respond effectively to the risks, and live to celebrate our efforts.

Excerpted with permission from Leadership on the Line: Staying Alive Through . Leadership in Real Life. Martha Lagace: Your book with Ronald A. Heifetz describes the personal, often wrenching, challenges of leadership.

Excerpted with permission from Leadership on the Line: Staying Alive Through the Dangers of Leading, Harvard Business School Press, 2002. Ronald A. Heifetz and Marty Linsky serve on the faculty of the John F. Kennedy School of Government at Harvard University. You mention that the word "lead" has an Indo-European root meaning "to go forth, di. Why aspire to leadership? Marty Linsky: Good question.

To lead is to live dangerously. by Marty Linsky, Ronald A. Heifetz. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardiz. Selection from Leadership on the Line: Staying Alive Through the Dangers of Leading by Marty Linsky, Ronald A.

by Martin Linsky and Ronald A. Leadership on the Line, With a New Preface: Staying Alive Through the Dangers of Change. Those who read Heifetz's previously published Leadership Without Easy Answers will be interested to know that the final section in that brilliant book ("Staying Alive") led to the development of this book which Heifetz co-authored with Linsky. We wanted this second book to be more focused, more practical, and more personal.

But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky

It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsTo lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
Comments: (7)
kolos
While there certainly is no shortage on books about leadership, this title differs from most. It includes the typical emphasis on why change is necessary and how effective leadership helps to secure that change, it also touches upon the emotional aspect of leadership. This important facet is missing in many leadership books and I enjoyed reading about how leading during difficult times can be dangerous to your career and your health if you push too hard or fail to heed the warning signs. It may indeed be lonely at the top but this book reminds us that others in similar positions feel the same way. That is comforting and serves as a reminder that while leading is hard work and not for everyone, the satisfaction from doing it effectively is worth it.
Felolak
This is one of the best leadership books I have ever read. It is more than a business book, there is a spiritual component to it. The book talks about the difficulty of leadership, and mostly about staying alive in the process. In leadership, you are dangerous to people. The reason is that you are challenging the norm, which is unnerving for people. You are moving a group of people forward, and people feel a loss. But the key is moving people forward at a rate they can handle. As ministers, this is important lessons. A leader might too quickly move forward, not realizing the emotional attachment to the past. When you do this, there are going to be consequence, you can become attacked, marginalized, diverted, or seduced. There are natural tactics for those who are seeking to stop the progress. The book deals with some uncommon material, but not uncommon areas of concern for leadership. It talks about keeping security around you. This is a group of people who are trusted, and will tell you the truth, it means keeping your wife close, because a leader can be seduced with sex. This book comes to the heart of leadership, and the pleasure and pains of it better than almost all books on the topic. It talks about pre-meetings, not that this has happened in the church. It talks about stalk holders, are those with the most to lose with a change. Often a leader surrounds themselves with those who agree, but in reality, he needs to stay most connected to those who disagree. The people who are the quickest to stand with you, are often the ones with the lest to loose. Therefore those who oppose you, are the ones that will stand most with you in the long run. It talks about handling distress. Ok, this book talks about the heart of leadership, and there are so many topics that are addressed, it is just one of the best, and for preachers, it is a key book. Sometimes I am excited for a book, and there are times when this book should be in the classroom of every graduate school across the nation. It is that good and helpful.
Dolid
A great book about being a change agent as opposed to a manager, with practical advice about what to expect from your supporters, enemies and allies, how to turn up the heat or reduce it, and nurture yourself so that you don’t become a hard and angry version of you.

Critics complain that the book is lodged in a hierarchical paradigm and irrelevant to a millennial outlook. I disagree. The book deals with cases where there are authority figures that need to be read, interpreted and influenced. Plenty of people are still working in environments where there are authority figures - even in startups, few remain fully flat and egalitarian as the evolve. More to the point, the book deals extensively with tactics that don't specifically apply to traditional hierarchies at all and are appropriate to peer-to-peer and community change creation.
Frdi
Heifitz and Linsky write that leading people through difficult change, challenging what they hold dear, can be a dangerous enterprise. They say, "This book is about putting yourself and your ideas on the line, responding effectively to the risks, and living to celebrate the meaning of your efforts" (3). The book is arranged according to three fundamental questions the authors attempt to answer: Why or how is leadership dangerous? How can a leader respond to the dangers? And how can a leader keep his or her spirit alive when leading becomes difficult?
First, why or how is leadership dangerous? One persistent perception in leadership is that most people are resistant to change. Heifetz and Linsky posit that it is not change per se that people resist, but loss (11). Leadership becomes dangerous when leaders question people's habits, values, and beliefs and people cannot see the bright future leaders ask them to sacrifice for, but see only suggested possibilities requiring great loss (12). It is adaptive change rather than technical challenges which cause so much of the danger in leading (13). Technical problems are the ones for which the organization already has the answer. Adaptive challenges require painful transition in attitudes, values, and/or behaviors. Adaptive change must be internalized by the people with the problem. Hearts and minds must change not just preferences or routine behaviors (60). People can push back against leaders during adaptive change in a variety of ways. Leaders are in danger of being marginalized and attacked personally under the assumption that if you take down the leader the issues will go away. Leaders can be seduced by their own human appetites or their need for approval and lose their sense of purpose (32-45).
Secondly, how can leaders respond to the dangers of leading through adaptive change? It is necessary for leaders to practice the discipline of gaining perspective in the midst of battle, including the ability to see the leader's own role in the conflict (51-54). Leaders will also need to learn how to operate in the midst of the various relationships within the organization - including partners, opponents, and the uncommitted mass of people the leader is attempting to move through adaptive change (89-100). Another way leaders can respond to the dangers is to orchestrate the conflict by creating holding environments in which to work through the process of change, knowing how to manage the stress within the organization, pacing the work, and continually casting a vision of the future (102-120). Leaders can also work to take the burden for change off of their own shoulders and appropriately place the work with the people within the organization (123). Leaders must also learn to maintain a steady course throughout the change process by knowing how to take the heat from angry followers, allow for the appropriate time to act on issues, and keep everyone's attention focused on the issues (141-154).
Third question: how can a leader keep his or her spirit alive when leading becomes difficult? Heifetz and Linsky offer four suggestions. Leaders need to learn to manage their natural human appetites, especially the desire for intimacy, and to care for themselves so that they do not contribute to their own demise (163). Another strategy for leaders is to differentiate between the role of leader and who they are personally (187). A third coping strategy is for leaders to be clear on why they are leading and to keep the bigger picture in focus (209). Finally, the authors recommend that leaders continually develop and protect within themselves the qualities of innocence, curiosity, and compassion (225).

The authors succeed in their stated purpose of answering their three fundamental questions. By using honest language and real world examples, some personal and painful, the authors equip readers with a good understanding of the nature of leading through adaptive change. At the same, the authors are honest about how leading is an improvisational skill. They have not written a technical "how-to" book, but an honest assessment of the change process and the things leaders can do in the midst of that process to stay healthy and connected. Because the nature of leadership sometimes involves being out front and guiding others into an unknown future, leaders from all walks of life would benefit from reading this book. Leadership on the Line is about the dynamics of relationships within an organization as people face adaptive change. Leaders who reflect on the issues raised and the suggestions made by the authors will have a better understanding of how to stay connected to themselves and to their followers as they walk together and confront painful transitions.
Ministerial leaders may be hesitant to read Leadership on the Line because it is a secular source not written to specifically address the dynamics of congregational leadership. This would be a mistake, however, because the book is surprisingly relevant to ministerial leadership issues. It is usually accepted as a given that today's churches find themselves in a rough sea of change, and there are countless volumes available making the case for why change is necessary and what the church should look like on the other side of change. But pastors may have a difficult time finding books like Leadership on the Line that describe why their congregation prefers solving technical problems and not embracing the process of adaptive change, and how the pastor can operate through the process.
It may be that church culture does not allow for such an honest discussion on the dangers of church leadership because of the high ideals and expectations involved with beings God's people. But who has not been wounded and scarred by relationships in the body of Christ? Peter L. Steinke writes how people and entire congregations are susceptible to the effects of anxiety, which is heightened during adaptive change, and he echoes Heifetz and Linsky by stating that how the pastor responds to the anxiety and conflict, rather than the conflict itself, will determine the outcome (Peter L. Steinke, Congregational Leadership in Anxious Times: Being Calm and Courageous No Matter What. Herndon, VA: The Alban Institute, 2006). Studies have shown that one of the two main reasons pastors leave local church ministry is because of church conflict (Dean R. Hoge and Jacqueline E. Wenger. Pastors in Transition: Why Clergy Leave Local Church Ministry. Grand Rapids, MI: Eerdmans, 2005, 76). Seminary courses in pastoral leadership often speak of the reality of dangers in congregational leadership, but often do not give the needed depth of study to equip pastors for the process of adaptive change. This makes Leadership on the Line an important companion because it helps the ministerial leader to think about why leading is so dangerous, what is at stake for congregants, how to operate in the heat of battle, and how to take care of their personal lives and stay connected to others at the same time. It is also a good reminder of the purpose of leading and the joys involved. This is especially true of congregational leadership.
Marilbine
If you are looking for insights on what it takes to lead people through tough times, then this is the book. If you want to learn in practical terms how to run a tough change, then this is the book.
The authors have presented context based insights on how to lead any time, anything and any organisation. I am still studying the book even after having read it several times.
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