Leadership Is an ArtIn what has become a bible for the business world, the successful former CEO of Herman Miller, Inc., explores how executives and managers can learn the leadership skills that build a better, more profitable organization. Leadership Is an Art has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers. De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader must: • Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential • Take a role in developing, expressing, and defending civility and values • Nurture new leaders and ensure the continuation of the corporate culture Leadership Is an Art offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need. |
Contents
The Millwright Died | 7 |
Roving Leadership | 45 |
Tribal Storytelling | 81 |
Who Owns This Place? | 93 |
Pink Ice in the Urinal | 109 |
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Common terms and phrases
accountable agement art of leadership art of scrutiny asked belief Bill Stumpf building capitalist system catcher Charles Eames committed communication complete concept of persons contractual relationships covenant Covenantal relationships customers dying edge Eames chair effective elegance employees enable English Channel entropy environment essential facilities fastball future George Nelson giants goals Herman Miller hierarchy human ideas important institution integrity intimacy involved kind Koufax lead Leaders owe lives Max De Pree meaning ment mentor millwright Momentum obligations one's opportunity organization owners ownership participative management performance Peter Drucker pink ice practice productiv question reach our potential responsibility right to understand risk Robert Greenleaf role Roving leaders roving leadership Sandy Koufax Scanlon Plan sense Servant Leadership serve share special gifts talent talking things tion tive tribal storytellers trust value system vice presidents weep Zeeland