solving team (Peters, 1982, 1987). The power and responsibility of the
leader is delegated to others who have ideas and are willing to get the
job done efficiently. This empowerment of others is occurring in many
places; schools are "run" by groups of teachers and parents;
department heads in industry and retail are being given more
autonomy; ideas and suggestions are being sought from the lowest
ranks. The inhibiting effects of a bureaucracy and "red tape" are being
reduced. The needs of the customers are being given priority.
Excellence and innovativeness are being valued. These things aren't
happening everywhere, but they are the conditions that enable leaders
to do exciting things. We are gradually admitting that the "boss"
doesn't have all the ideas and shouldn't have all the power; he/she,
likewise, doesn't get all the glory; he/she just helps others get their
jobs done. The readings below describe the skills and attitudes that
great leaders need today.
Suggested reading (besides the references cited)
Bass, B. M. (1985). Leadership and performance beyond
expectations. New York: The Free Press, Inc.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
De Pree, M. (1989). Leadership is an art. New York: Dell.
Heyel, R. B. (n. d.). Sharper skills for administrators and
managers. Connecticut: Motivation, Inc.
Kouzes, J. M. & Posner, B. Z. (1987). The leadership challenge:
How to get extraordinary things done in organizations. San
Leavitt, H. J. (1986). Corporate pathfinders. Homewood, IL:
McClelland, D. (1976). Power. New York: Halsted Press.
Peters, T. (1982). In Search of Excellence. New York: Harper &
Peters, T. (1987). Thriving on chaos. New York: Knopf.
Tichy, N. M. & Devanna, M. A. (1986). The transformational
leader. New York: John Wiley & Sons.
Sperry, L., Michelson, D. & Hunsaker, P. (1977). You can make
it happen: A guide to self-actualization and organizational
change. Reading, Mass.: Addison-Wesley.