總之,Warren G. Bennis 教授除了提出上述能力之論述,還提出領導力的「愛與信任模式」 (Love
and trust model) ,即領導人要能本能地與意義,美,人生價值等結合。更能與獻身 (dedication) 或「對工作之愛」概念相結合。即能兼顧對於品質的堅持,進而激發人去獻身於理想的落實,努力工作,產生高績效又高活話的組織和團隊。他認為對於對於領導人格的探討,乃是我們的一個重要的課題。
「……在我六十五年的顧問生涯中,不管是在一般企業或是非營利機構,與我共事過的幾位出色的領導者,也都不是所謂天生的領導者。他們擁有不同的人格特質,各有不同的主張和價值觀,也各有不同的特長和弱點,從極端外向的到近乎遺世獨立的都有。但他們成功的原因是一樣的,就是他們都堅定地奉行以下的八個原則:
● 他們會問:什麼是必須做的?
● 他們會問:什麼是對企業有利的?
● 他們會發展出一套行動方案。
● 他們會負起責任並做出決策。
● 他們會建立一個有效的溝通模式。
● 他們會專注於現有的機會。
● 他們會使會議具有建設性。
● 他們所想、所說的都會以「我們」為中心。…….」
-----8.14
今天讀哈佛大學商學院(HBS)的 Working Knowledge 通信,主編 Jim Heskett談過世不久的企業管理教育家Warren Bennis 過世之後,我們從他的著作等遺澤中學到什麼:(我第一時間將我的一些心得和紐約時報的訃聞附上:Warren G. Bennis, Scholar on Leadership, Dies at 8... )What Is Warren Bennis's Legacy?
The death of management educator Warren Bennis was the end of a prolific, influential career that deserves reflection, says Jim Heskett. What did we learn from him? What do YOU think?
Jim 提到印象最深的是Bennis 2002年合著的一本書。
-----8.14
一輩子的領導、翻譯和烹飪
翻譯名著是有用處的........(讓國人)知道他們想些什麼,感覺些什麼。這件工作很吃力,有時不是對不起原作者,就是虧待了讀者。說到臨了,有譯本總比沒譯本好。我們只希望今後做這件工作的人多下點準備工夫,多花點精神把譯文文字弄得容易讀些。
-----思果《翻譯和烹飪》,收入《林居筆話》台北:大地,1979
今天讀哈佛大學商學院(HBS)的 Working Knowledge 通信,主編 Jim Heskett談過世不久的企業管理教育家Warren Bennis 過世之後,我們從他的著作等遺澤中學到什麼:(我第一時間將我的一些心得和紐約時報的訃聞附上:Warren G. Bennis, Scholar on Leadership, Dies at 8... )What Is Warren Bennis's Legacy?
The death of management educator Warren Bennis was the end of a prolific, influential career that deserves reflection, says Jim Heskett. What did we learn from him? What do YOU think?
Jim 提到印象最深的是Bennis 2002年合著的一本書。
這本台灣同年就有翻譯本:華倫‧班尼斯、羅伯‧湯瑪斯《奇葩與怪傑──時代、價值觀和關鍵時刻如何塑造領袖 》Geeks Geezers by Warren Bennis、Robert Thomas ,齊思賢 譯,台北:時報文化 出版社,2002
我當時讀了,幾年後,2010年補些資料介紹:2008年本書發行平裝本,書名改為 《一輩子的領導》並在《序》部分修正。
http://hcbooks.blogspot.tw/2010/08/geeks-geezers.html
24分鐘 ·
"Failing organisations are usually over-managed and under-led". Warren Bennis was the world's most important thinker on the subject that business leaders care about more than any other: themselves. Central to his thinking was a distinction between managers and leaders. Managers are people who like to do things right, he argued. Leaders are people who do the right thing. He chastised business schools for focusing on the first at the expense of the second.http://econ.st/1vM29l6?fsrc=scn/tw/te/pe/ed/leadinglight
Leading light
The man who invented the study of corporate leadership, Warren Bennis, died on July 31st aged 89
WARREN BENNIS was the world’s most important thinker on the subject that business leaders care about more than any other: themselves. When he started writing about leadership in the 1950s the subject was a back road. When he died on July 31st it was an eight-lane highway crowded with superstar professors whizzing along in multi-million-dollar muscle cars.
Mr Bennis produced about 30 books on leadership. Some of them are classics, such as “On Becoming a Leader” (1989). All are surprisingly readable, stuffed with anecdotes, examples and literary references. He offered advice to leaders from all walks of life. Howard Schultz, the chairman of Starbucks, regarded him as a mentor. Presidents from both sides of the aisle—John Kennedy and Gerald Ford, Lyndon Johnson and Ronald Reagan—sought his advice. If Peter Drucker was the man who invented management (as a book about him claimed), then Warren Bennis was the man who invented leadership as a business idea.
Central to his thinking was a distinction between managers and leaders. Managers are people who like to do things right, he argued. Leaders are people who do the right thing. Managers have their eye on the bottom line. Leaders have their eye on the horizon. Managers help you to get to where you want to go. Leaders tell you what it is you want. He chastised business schools for focusing on the first at the expense of the second. People took MBAs, he said, not because they wanted to be middle managers but because they wanted to be chief executives. He argued that “failing organisations are usually over-managed and under-led”.
What constitutes good leadership changes over time. Mr Bennis was convinced that an egalitarian age required a new style. Leaders could no longer crack the whip and expect people to jump through hoops. They needed to be more like mentors and coaches than old-fashioned sergeant-majors. Top-down leadership not only risked alienating employees. It threatened to squander the organisation’s most important resource: knowledge. There is no point in employing knowledge workers if you are not going to allow them to use their knowledge creatively.Mr Bennis believed leaders are made, not born. He taught that leadership is a skill—or, rather, a set of skills—that can be learned through hard work. He likened it to a performance. Leaders must inhabit their roles, as actors do. This means more than just learning to see yourself as others see you, though that matters, too. It means self-discovery. “The process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” he said in 2009. Mr Bennis knew whereof he spoke: he spent a small fortune on psychoanalysis as a graduate student, dabbled in “channelling” and astrology while a tenured professor and wrote a wonderful memoir, “Still Surprised”.
The last quarter of the 20th century often saw Mr Bennis in despair. He loathed the Masters of the Universe who boasted about how many jobs they had nuked and how much money they had made. “On Becoming a Leader” is full of prophetic warnings about corporate corruption, extravagant executive rewards and short-termism. He also lamented the quality of leadership in Washington, DC.
But he became more optimistic in his last few years, at least about the corporate world. The Enron, WorldCom and Lehman disasters taught businesses the danger of hubris. And a new generation of CEOs, whom he dubbed “the crucible generation” and compared to his own second-world-war generation, were more impressive than their immediate predecessors, characterised not merely by tolerance of other people, but respect for them.
Mr Bennis’s work on leadership was shaped by three different experiences. The first was the Great Depression: in 1932 his father was fired from his job as a shipping clerk without explanation and managed to put food on the table only by helping the mafia transport bootleg alcohol. The next was the second world war: he led a platoon into battle at the age of 19 and won a Purple Heart and a Bronze Star. The third was more cheerful: the big expansion of American universities during the post-war boom.
The demobbed war hero went to Antioch College, where he was taken up by its president, Douglas McGregor, a social psychologist who subsequently made his name distinguishing between two approaches to running organisations, theory X (scientific management) and theory Y (humanist management). McGregor pulled strings to get Mr Bennis into the Massachusetts Institute of Technology to study for a PhD in economics. Despite a frosty reception—one of his professors, Charles Kindleberger, told him to his face that “We didn’t exactly throw our hats in the air when we saw your application”—he got a job teaching in the new field of organisational behaviour. The young scholar took full advantage of the intellectual cacophony of Cambridge, absorbing ideas from sociology to psychology, and eventually he tried his hand at leadership itself. He spent 11 years as an academic administrator at a time when universities were being torn apart by student protests, first as provost of the University at Buffalo and then as president of the University of Cincinnati.
Contrasting counterweights
When Drucker came to a party at Mr Bennis’s post-modern house on Santa Monica beach in California, in the late 1990s, the two men were a study in contrasts: Mr Bennis, thin, tanned and dressed in a light suit; Drucker paunchy, pale and encased in black. Mr Bennis talked animatedly about leadership. Drucker growled that what mattered was followership. But in fact the men were brothers under the skin and worthy counterweights to each other: big thinkers who took subjects too often synonymous with platitudes and gobbledygook, and, by dint of a lot of hard twisting, wrung some sense out of them.
Warren G. Bennis, an eminent scholar and author who advised presidents and business executives on his academic specialty, the essence of successful leadership — a commodity he found in short supply in recent decades — died on Thursday in Los Angeles. He was 89.
The University of Southern California, where he had been a distinguished professor of business administration for more than 30 years, announced his death on Friday. He lived in Santa Monica, Calif.
Professor Bennis wrote more than 30 books on leadership, a subject that grabbed his attention early in life, when he led a platoon during World War II at the age of 19.
“I look at Peter Drucker as the father of management and Warren Bennis as the father of leadership,” William W. George, a professor at the Harvard Business School and a former chief executive of the medical device company Medtronic, said in an interview in 2009.
As a consultant, Professor Bennis was sought out by generations of business leaders, among them Howard D. Schultz, the chief executive of Starbucks, who regarded him as a mentor. Presidents John F. Kennedy, Lyndon B. Johnson, Gerald R. Ford and Ronald Reagan all conferred with him.
As an educator, he taught organizational studies at Harvard, Boston University and the M.I.T. Sloan School of Management.
Professor Bennis believed in the adage that great leaders are not born but made, insisting that “the process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” he said in an interview in 2009. Both, he said, were grounded in self-discovery.
In his influential book “On Becoming a Leader,” published in 1989, Professor Bennis wrote that a successful leader must first have a guiding vision of the task or mission to be accomplished and the strength to persist in the face of setbacks, even failure. Another requirement, he said, is “a very particular passion for a vocation, a profession, a course of action.”
“The leader who communicates passion gives hope and inspiration to other people,” he wrote.
Integrity, he said, is imperative: “The leader never lies to himself, especially about himself, knows his flaws as well as his assets, and deals with them directly.”
So, too, are curiosity and daring: “The leader wonders about everything, wants to learn as much as he can, is willing to take risks, experiment, try new things. He does not worry about failure but embraces errors, knowing he will learn from them.”
But Professor Bennis said he found such leadership largely missing in the late 20th century in all quarters of society — in business, politics, academia and the military. In “On Becoming a Leader,” he took aim at corporate leadership, finding it particularly ineffectual and tracing its failings in part to corporate corruption, extravagant executive compensation and an undue emphasis on quarterly earnings over long-term benefits, both for the business itself and society at large.
He worried until recently about what he called a “leadership vacuum” in America, a problem he said was caused to a great extent by a lack of high-quality leadership training at the nation’s business schools.
A dearth of visionary business leaders, he said, meant that companies were being led more by managers of the bottom line than by passionate, independent thinkers who could steer an organization effectively.
“We are at least halfway through the looking glass, on our way to utter chaos,” he wrote in “On Becoming a Leader.” “When the very model of a modern manager becomes C.E.O., he does not become a leader, he becomes a boss, and it is the bosses who have gotten America into its current fix.”
Warren Gamaliel Bennis was born in the Bronx on March 8, 1925. He grew up in Westwood, N.J., during the Great Depression. In 1933, his father, a shipping clerk, was fired “with no appeal and no justification,” Professor Bennis recalled in an interview for this obituary in February.
“I was struck at how he was left in a situation where you are helpless, where the next morning you are out of work,” he added. “For the next three or four months, he was loading illegal booze on the Mafia’s trucks to keep food on the table.”
The experience taught him about the power of organizations and their impact on lives. “That will never happen to me,” he recalled thinking. “I will never lose my power to affect my own life.”
With the outbreak of World War II, he enlisted in the Army and completed officers’ training at Ft. Benning, Ga. In 1944, as a newly commissioned 19-year old lieutenant, he became one of the youngest platoon leaders to serve in Europe, arriving just as the Battle of the Bulge was concluding. He was awarded both a Purple Heart and a Bronze Star.
After the war he enrolled at Antioch College in Ohio and earned a bachelor’s degree in 1951. Its innovative president, Douglas McGregor, a social psychologist, had taken him under his wing and recommended him to M.I.T. for postgraduate work. There he completed a doctorate in economics, studying under Paul A. Samuelson, Franco Modigliani and Robert M. Solow, all of whom were later awarded the Nobel in economic science. Organizational behavior was an emerging academic discipline, and Professor Bennis immersed himself in it.
In the late 1960s Professor Bennis took a break from theoretical work and accepted an appointment as provost of the State University of New York at Buffalo for four years. That was followed by a seven-year stint as president of the University of Cincinnati.
A heart attack in 1979 during an academic conference in England sidelined him for three months of recuperation. After returning to the United States he joined U.S.C. in 1980 as a business professor.
Reinvigorated, Professor Bennis wrote a series of influential books, including “Leaders: Strategies for Taking Charge” and “Why Leaders Can’t Lead,” and began advising business and political leaders more regularly.
Professor Bennis’s first marriage, in 1962, to Clurie Williams, ended in divorce. He is survived by his wife, Dr. Grace Gabe, a physician he married in 1992; his children from his first marriage, Katherine, John and Will Bennis; his stepdaughters, Nina Freedman and Eden Steinberg; six grandchildren; and four step-grandchildren.
Since 1999 Professor Bennis had been chairman of the advisory board of the Center for Public Leadership at the John F. Kennedy School of Government at Harvard. His memoir, “Still Surprised,” was published in 2010.
In recent years Professor Bennis became more optimistic about the next wave of business leaders, labeling it “the Crucible Generation,” which he said compared favorably to his own World War II generation.
Rather than hubris and arrogance, he said, this new generation’s brand of leadership may well be characterized by “respect, not just tolerance.” He saw signs that business leaders in the decades to come, inheriting a diverse and complex global environment, would have a better understanding of the territory in which they lead — what he called “contextual intelligence.”
“The truth,” he wrote in an essay in Forbes magazine in 2009, “may be that history, in its kindness, gave this new generation a grand crucible challenge, as it did my own. The young of today have been summoned to receive that same kindness through the collective failures of their elders.”
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