The Leadership Engine
How Winning Companies Build Leaders at E
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- $11.99
Publisher Description
In this Wall Street Journal and BusinessWeek bestseller, Michigan Business School guru and worldwide consultant Noel Tichy brings his special brand of organisational transformation to a practical level that guarantees a leader at every level of an organisation.
Why do some companies consistently win in the marketplace while others struggle from crisis to crisis? The answer, says Noel Tichy, is that winning companies possess a "Leadership Engine" , a proven system for creating dynamic leaders at every level. Technologies, products and economies constantly change. To get ahead and stay ahead, companies need agile, flexible, innovative leaders who can anticipate change and respond to new realities swiftly. Tichy explains that everyone has untapped leadership potential that can be developed winning leaders and winning organisations have figured out how to do this.
In this acclaimed bestseller, Tichy offers colourful and insightful best-practice examples from dozens of leaders gathered from decades of research and practical experience.
PUBLISHERS WEEKLY
"There is a multibillion-dollar consulting industry in the world today," Tichy notes in his provocative new book, written with freelancer Cohen, "that thrives largely on the fact that most managers don't want to lead." It's an insight Tichy, a professor at the Univ. of Michigan School of Business and a consultant, has observed firsthand when trying to determine why some companies succeed, while others fail or just limp along. His conclusion: the winners have "good leaders who nurture the development of other leaders at all levels of the organization." These leaders urge their workers to see reality and mobilize the appropriate responses. Repeatedly, the authors single out the heads of successful companies such as General Electric and Allied Signal to discuss how much time their chief executives spend--formally and informally--on teaching. They conclude that those firms' success is a direct result of everyone's pulling in the same direction. The book's argument ignores small entrepreneurial companies where a product innovation, speed to market or customer service can make all the difference. But in discussing large companies, the book is on the money.
