Bøker av Gilbert W. Fairholm

This updated edition of the award-winning volume is a contemporary guidebook for understanding and using personal power in organizational settings of all kinds.

In tracing the intellectual roots of business leadership, the author argues that until recently, spirit and soul have been absent from the major models. He outlines five ideas about leadership and defines a focus that must exist in order to understand the leaders' role in relation to the workers.

Leadership is not something one does alone. It is an expression of collective, community action--unified action of leaders and followers who trust enough to jointly achieve mutual goals. The task of creating a culture conducive to interactive trust is perhaps the preeminent leadership task. This practical guide identifies the key elements leaders need to manipulate to create such a trust culture in any work environment. By learning to shape culture to meet changing needs--by learning to be continually responsive to the organization's vision as well as to the needs of a changing follower core--the leader can create the situation necessary for any successful organization, one where followers can trust others and feel free to work together to gain mutually desired goals.

Fairholm contends that past theories fail to consider group values as a constraint on leadership performance, and he proposes the constitutional values of respect for life, freedom, happiness, justice, and unity as the basis for a suitable philosophical leadership model.

This book seeks to promote a new spiritual approach to organizational leadership that goes beyond visionary management to a new focus on the spiritual for both leader and led.

How they do so, and how they can be more effective inner leaders, is the focus of this book for current and aspiring leaders as well as their academic colleagues. Fairholm explains that there are four key characteristics that distinguish inner leaders from CEOs.

This text explains why values-based spiritual leadership that coalesces employees into a harmonious group is the only way to successfully manage increasingly diverse workers in the 21st century.

This book is about values and principles that have formed the backbone of the exceptionality of America. These values and principles have shaped the way leadership in America has evolved and prescribed the way leaders have practiced their craft. It is about what both leaders and their followers implicitly know about what a good leader is and does and about why they follow one leader and not another. The book is about how leaders in all facets of society thinkor should thinkabout their interrelationships with other human beings. For relationships is the essence of leadership. We can only lead those in some kind of association with us as. Only together can we do whatever task the leader of our particular organization asks of us today and every day of our lives. This is true not just at work, but in the family, our collective social and recreational pursuits, and even when alone doing something we want to get done. Because all we do ultimately will impact our attitudes and actions or those of others. For that finally is what leadership isimpact on another!This book identifies the values and principles of leadership the founding leaders identified and used and that have marked American culture for over two centuries in all dimensions of life. It defines and delimits the actions and attitudes of mind of the exceptional leaders who first articulated and then led in terms of those values as they made America. The ideas about exceptional leadership discussed are taken from their own leadership example and from their thoughtful conclusions. The ideas are fully American. These first leaders drew up the blueprint for what America is and has become. Their creation has survived countless challenges over the two hundred years of its creation to become the United States of America.

Leadership is fundamentally different from management, but traditional leadership skills were based on an ill-fitting, management-oriented model. In addition to distinguishing leadership from management, this book distinguishes inner leadership, practiced by those in the middle ranks, from leadership as practiced by the CEO.