The Servant Leader: Unleashing the Power of Your People

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Northwestern University Press, Nov 7, 2005 - Business & Economics - 138 pages
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In The Servant Leader, Robert P. Neuschel makes the case that our leadership is experiencing a diminution in ethics and a loss of enduring values. These weakening factors are exacerbated by a preoccupation with the short term. As Neuschel puts it, "We are more concerned about achieving quick shareholder value than building an enduring organization that can increase its capacity to produce useful products or services more competitively and more effectively on an enduring basis." He lays the blame at the feet of our corporate leadership.

He asks: what steps might we take to revitalize the quality and strength of our leadership? He then forcefully and straightforwardly gives an outline of what he believes are the major changes in leadership we must bring about. As a professor of management and strategy, and earlier, as a director and senior partner at a major consulting firm, and as a captain in the U. S. Army, Neuschel observed the best of leadership, and practiced it. He shares his insights with us in The Servant Leader.
 

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Contents

NEUSCHELS NUGGETS
3
INTRODUCTION
9
1 PUTTING LEADERSHIP INTO PERSPECTIVE
13
2 TWO REQUIREMENTS OF THE SUCCESSFUL EXECUTIVE
25
3 MANAGERS AND LEADERS ARE THEY THE SAME?
29
CHARACTER AND PERSONALITY
33
5 THE RELATIONSHIP BETWEEN LEADERSHIP AND FOLLOWERSHIP
37
6 EXAMINING THE TASKS OF THE MANAGERLEADER
41
11 SPEAKING CLEARLY BUT FIRST LISTENING WELL
75
12 DESIRE AND CAPACITY TO MANAGE CHANGE
81
13 ARE LEADERS BORN OR MADE?
87
14 THE CONCEPT OF THE SERVANT LEADER
95
15 MANAGERIAL LEADERSHIP STYLES
101
DELEGATING RESPONSIBILITY AND NURTURING PARTICIPATORY LEADERSHIP
107
17 DEVELOPING NEW MANAGERLEADERS
113
18 RESPONSIBILITY FOR PERSONAL GROWTH
117

7 SETTING DEMANDING EXPECTATION LEVELS
47
8 THE IMPORTANCE OF SELFMANAGEMENT BY THE LEADER
51
9 DEVELOPING AND ARTICULATING A SENSE OF MISSION
59
10 IMPORTANT TRAITS AND CHARACTERISTICS OF THE MANAGERLEADER
63
19 THE ROLE OF ETHICS AND VALUE SETTING IN LEADERSHIP
121
20 IN SUMMARY WHAT DOES IT ALL ADD UP TO?
129
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About the author (2005)

Robert P. Neuschel was professor of corporate governance at the Kellogg School of Management, a director and senior partner at leading consulting firm McKinsey & Company, and a retired captain in the U.S. Army. He earned an MBA from Harvard Business School and authored more than 125 articles on a wide range of management subjects. He died in 2004.

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