Leadership Without Easy Answers

Leadership Without Easy Answers

By: Ronald Heifetz  

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Average Customer Rating: 4.0 out of 5

Publisher: Harvard University Press

Customer Review: 5 out of 5
McKinsey's Marvin Bower's own recommendation... - The late Marvin Bower (McKinsey & Company's mastermind) was an avid reader of leadership books, and lost no opportunity to coach his partners with memos focusing on different aspects of personal leadership and professional values. He was very fond of Heifetz work, and with occasion of the donation of his personal library, I had a rare opportunity to review his own copy. Marvin had scribbled many ideas on its margins while reading... Later I learned he would only do that to volumes that he would deem credible, and from which he could borrow ideas worth the try.

Needless to say, I bought the book as soon as I could and I must say it is the most credible leadership volume that I have read so far.

Customer Review: 5 out of 5
Classic leadership text - Heifetz' definition of leadership revolves around the concept of influence rather than subordination or coercion. Using contrast to sharpen his own definition of leadership, he wrote that there is an important difference between imagining that a leader influences a community to follow her vision and influencing a community to face its problems.

In the first instance, influence is the mark of leadership; a leader gets people to accept his vision, and communities address problems by looking to him. If something goes wrong, the fault lies with the leader. In the second, progress on problems is the measure of leadership; leaders mobilize people to face problems, and communities make progress because leaders challenge and help them do so. If something goes wrong, the fault lies with both leaders and the community (pp. 14-15.

It is the second description that Heifetz defined as leadership, which is simply put as "mobilizing people to tackle tough problems" (p. 15). Heifetz was less willing than Peck (1977/2002) to say that the task of leadership is spiritual growth of self and others. Rather, he put the problem into a depth psychology perspective with practical organizational implications, and he used "four criteria to develop a definition of leadership that takes values into account":

"First, the definition must sufficiently resemble current cultural assumptions so that, when feasible, one's normal understanding of what it means to lead will apply. Second, the definition should be practical, so that practitioners can make use of it. Third, it should point toward socially useful activities. Finally, the concept should offer a broad definition of social usefulness"(p. 19).

By inserting values, Heifetz argued, he created a "prescriptive concept of leadership" (p. 19) rather than a descriptive or proscriptive one. Using his four criteria, Heifetz was able to state that Hitler, for example, was not a leader because he "exercised leadership no more than a charlatan practices medicine when providing fake remedies" (p. 24).

Later in his book, he defined the task of addressing "tough problems" in the clearest terms:

"Leadership, as used here, means engaging people to make progress on the adaptive problems they face. Because making progress on adaptive problems requires learning, the task of leadership consists of choreographing and directing learning processes in an organization or community. Progress often demands new ideas and innovation. As well, it often demands changes in people's attitudes and behaviors. Adaptive work consists of the process of discovering and making those changes. Leadership, with or without authority, requires an educative strategy" (p. 187).

Heifetz identified the principal limitation of his book when he wrote that his book was concerned with the "short-run task of making progress on an adaptive challenge" and not about the "long-term task of leadership--developing adaptive capacity" (p. 129). This is a fruitful area to explore for scholars of servant-leadership because a major focus of Greenleaf's was precisely the development of this adaptive capacity.

Heifetz also provided leaders with a "seven practical suggestions for bearing the responsibility that comes with leadership without losing one's effectiveness or collapsing under the strain. These included "getting on the balcony"; separating yourself from your role; externalizing conflict; utilizing partnerships; listening; "find a sanctuary"; and keeping your purpose clear (p. 252). Leaders under stress would do well to remember to read through these pages, which essentially offer some tips about resilience.

The following includes several key concepts through direct quotation.

* The concept of adaptation arises from efforts to understand biological evolution. Applied to the change of cultures and societies, the concept becomes a useful; if inexact, metaphor. Species change as the genetic program changes; cultures change by learning. Evolution is a matter of chance--a fortuitous fit between random variation and new environmental pressures' societies by contrast, can respond to new pressures with deliberation and planning. Evolution has no "purpose"--survival is our only measure of its success; societies generate purposes beyond survival. (pp. 30-31)
* The mix of values in a society provides multiple vantage points from which to view reality. Conflict and heterogeneity are resources for social learning. . . . Leadership will not consist of answers or assured visions but of taking action to clarify values. (p. 35)
* I define authority as conferred power to perform a service. This definition will be useful to the practitioner of leadership as reminder of two facts: First, authority is given and can be taken away. Second, authority is conferred as part of an exchange. (p. 57)
* A holding environment consists of any relationship in which one party has the power to hold the attention of another party and facilitate adaptive work. [italics original] (pp. 104-105)
* Attention is the currency of leadership. (p. 113)
* The pitfall of charisma, however, is unresolved dependency. (p. 247)

Customer Review: 5 out of 5
Thought provoking - I thought the book was good when I read it first. It took me a second read to realize how exceptional it is. The book's reviews on Amazon site range from 5 star to 1 star, from people who were amazed by its brilliance to those who could not despise it enough. I think this is the best accolade that a leadership book can ever get - it takes a stance, it provides direction, and it chooses to be for a great cause irrespective of whether it is loved or hated. This book cannot and must not be ignored.

Customer Review: 5 out of 5
Best Leadership book I have read - I have been studing leadership for over 15 years both by reading and experience. I consider this book to be the best book I have read because it describes leadership as a learned activity. It also says that leadership is in motivating people to do their own work in solving difficult problems. I found that as President of my congregation I was continually going back to the concepts in the book to lead it through a very difficult situation involving placement of the flags in the sanctuary. It was very difficult to get people to do their own work and not try to step in to solve everything. (That would have been impossible anyway) I found that he described President Lyndon Johnson as a successful leader (civil rights) and unsuccessful leader ( Vietnam). His discussion on leading without authority is new ground for me. If you want to discuss the book with others there is an on-line book study at the Work and Worship Institute website. I found it was a good way for me to get more from the book. This is a great book with great stories of a variety of leaders in our society.

Customer Review: 1 out of 5
Disappointing Read - The most disappointing part of this book is its blatant political slant. The book is NOT about a theory of leadership, but about an ideological judgement of the performance of leaders. Heifetz starts by insisting that leadership is necessarily tied to values because if you disagree....then the rest of his book is meaningless. Heifetz believes that to be a good leader you have to adopt positions that he advocates and if you don't, then you aren't a good leader. So, in Heifetz's world, Reagan wasn't a good leader, but LBJ was.

Do yourself a favor and keep surfing....

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