On Effective Leadership: Across Domains, Cultures, and Eras (Jepson Studies in Leadership)

Using case studies from a wide range of fields and historical settings, On Effective Leadership seeks to explain why some leaders are effective, why many are not, and why only a very few are exceptional. Half-Title 2 Title 4 Copyright 5 Dedication 6 Contents 8 Part I Effective Leadership: A New Framework 16 One The Leadership Conundrum 17 Two The Temple and the Genome 23 Part II Organizing Change 37 Three Margaret Sanger and Susan B. Anthony/ Elizabeth Cady Stanton: Social Reformers 38 Four Robert S. McNamara and John W. Gardner: Lyndon Johnson’s Cabinet Warriors 54 Five Henry Ford and Soichiro Honda: Business Entrepreneurs 79 Part III Powers of Persuasion 99 Six G. Stanley Hall and William Rainey Harper: University Presidents 100 Seven Edward Teller and Sir William Osler: Scientific Leaders 121 Eight Napoleon and Augustus: Empire Builders 145 Part IV Transforming Visions 168 Nine John Humphrey Noyes and George Fox: Religious Visionaries 169 Ten Robert Mugabe and Nelson Mandela: Revolutionary Leaders 186 Epilogue Implications for Leaders and Followers 209 Notes 225 Bibliography 243 Index 249 Front Matter....Pages i-xiv Front Matter....Pages 1-1 The Leadership Conundrum....Pages 3-8 The Temple and the Genome....Pages 9-22 Front Matter....Pages 23-23 Margaret Sanger and Susan B. Anthony/Elizabeth Cady Stanton: Social Reformers....Pages 25-40 Robert S. McNamara and John W. Gardner: Lyndon Johnson’s Cabinet Warriors....Pages 41-65 Henry Ford and Soichiro Honda: Business Entrepreneurs....Pages 67-86 Front Matter....Pages 87-87 G. Stanley Hall and William Rainey Harper: University Presidents....Pages 89-109 Edward Teller and Sir William Osler: Scientific Leaders....Pages 111-134 Napoleon and Augustus: Empire Builders....Pages 135-157 Front Matter....Pages 159-159 John Humphrey Noyes and George Fox: Religious Visionaries....Pages 161-177 Robert Mugabe and Nelson Mandela: Revolutionary Leaders....Pages 179-201 Epilogue....Pages 203-218 Back Matter....Pages 219-254 Using case studies from a wide range of fields and historical settings, On Effective Leadership seeks to explain why some leaders are effective, many are not, and only a very few are exceptional. Using more than a dozen case studies from a wide range of fields and historical settings, On Effective Leadership seeks to explain why some leaders are effective, many are not, and only a very few are exceptional. Though leaders exhibit myriad combinations of traits and behaviors, the authors argue that four common elements drive leadership effectiveness across all domains, cultures, and eras. Three of them are skills, and the fourth is the degree of a leader's selflessness. Including implications for followers, leaders, and leadership development, this timely work promises to attract readers with an interest in history and biography, as well as in leadership Why are some leaders effective, many ineffective, and only a very few exceptional? Chandler and Chandler argue that four common elements drive leadership effectiveness across all domains, cultures, and eras. Three of them are skills, and the fourth is the degree of a leader's selflessness. To illustrate the power of these elements, On Effective Leadership examines sixteen case studies of leaders in a range of fields, cultures, and historical settings. It concludes with the implications for followers, leaders, and leadership development