Leadership Can Be Taught: A Bold Approach for a Complex World
If leaders are made, not born, what is the best way to teach the skills they need to be effective? Today's complex times require a new kind of leadership--one that encompasses a mind-set and capabilities that can't necessarily be taught by conventional methods. In this unique leadership book, Sharon Daloz Parks invites readers to step into the classroom of Harvard leadership virtuoso Ronald Heifetz and his colleagues to understand this dynamic type of leadership and experience a corresponding mode of learning called "case in point." Unlike traditional teaching approaches that analyze the experiences of past leaders, case in point uses individuals' own experiences--and the classroom environment itself--as a crucible for learning. This bold approach enables emerging leaders to work actively through the complex demands of today's workplace and build their skills as they discover theory in practice. Through an engaging, you-are-there writing style, Parks outlines essential features of this approach that can be applied across a range of settings. In the process, Leadership Can Be Taught reveals how we can learn, practice, and teach the art of leadership in more skilled, effective, and inspired forms. Sharon Daloz Parks is director of leadership for the New Commons--an initiative of the Whidbey Institute in Clinton, WA. She has held faculty and research positions at the Harvard Divinity School, Harvard Business School, and the Kennedy School of Government at Harvard University.
What people are saying - Write a review
Great approachUser Review - willbo1 - Overstock.com
I like the way leadership is approached by the author. She speaks of how leadership is not about the authority or power someone my wield but about how we can rally people around changes that occur and ... Read full review
Other editions - View all
adaptive challenges art of leadership artist artistry asked authority balcony become begin capacity case-in-point teaching chapter classroom colleagues complex concepts conﬂict context courage course create creative critical dance ﬂoor David Whyte Dean default settings difﬁcult dynamic edge effective engage ership experience ﬁeld of action ﬁgure ﬁnd ﬁnding ﬁre ﬁrst ﬁve former students framework give going Harvard Business School Heifetz hidden issue hold steady images imagination insight instructor intervene interviewed Kennedy School kind lead leader leadership failure listen Lone Ranger M. C. Richards metaphors move myth of leadership one’s patterns people’s person perspective Peter Senge practice of adaptive practice of leadership present question questionnaires recognize reﬂection relationship respond rience Robert Kegan role says sense signiﬁcant signiﬁcantly silence singing sessions small group social system teacher teaching and learning teaching leadership there’s things tion today’s trying understanding what’s you’re