書籍：論成為領導者 - 領導能力經典（領導，不需要頭銜）(2009)
本帖最後由 hlperng 於 2013-12-24 17:03 編輯書名：《論成為領導者 - 領導能力經典》(On Becoming a Leader - The Leadership Classic)
作者：華倫‧班尼斯 (Warren Bennis)
出版者：Basic Books, A Member of the Perseus Books Group, New York
原著2009年版有電子書：295頁
Copyright @2009 by Warren Bennis Inc.
First Edition Copyright @ 1989 by Warren Bennis Inc.
中譯書名：《領導，不需要頭銜》（譯者注：本書原名為領導者該做什麼）
譯者：李元墩、陳璧清
出版者：大是文化有限公司
2009年8月31日初版
2009年12月11日初版四刷
中譯本共303頁。
原書有十章，中文譯者將第一章及第二章合稱為第一部：誰夠資格當領導者？第三章至第九章為第二部：栽培自己的計畫，第十章為第三部：領導者，誕生。
中譯本的排版、章節及副標題，與原書不盡相同，而且加了很多副標題，另外有些章節內容則是省略節譯。
Contents (內容)
Acknowledgements
Introduction to the Revised Edition, 2003
2003年作者序 權力來自概念，而非位置
Introduction to the Original Edition, 1989
作者導讀 一個關於轉變的故事
Cast of Characters
1. Mastering the Context
Surrendering to the Context
Mastering the Context
第一部：誰夠資格當領導者？
第一章 個性與眼光，你有嗎？
我們為什麼需要領導者？
領導者絕種了嗎？
到底發生了什麼事？
空轉的原因 - 短視成癮
艾德的寶貴教訓
眼光與個性
李爾的成功四部曲
2. Understanding the Basics
Leaders, Not Managers
Once Born, Twice Born
第二章 要有改造自己的決心
領導者的基本要素 這些人都將自己改造為領導者
是領導者，還是管理者？
為什麼你要改造自己
3. Knowing Yourself
Lesson One: You are Your Own Best Teacher
Lesson Two: Accept Responsibilities. Blame No One
Lesson Three: You Can Learn Anything You Want to Learn
Lesson Four: True Understanding Comes from Reflecting on Your Experience
第二部：栽培自己的計畫
第三章 決定做自己，就有追隨者
第一課：你是自己最好的老師
第二課：學習是你的責任，不怪罪別人
第三課：你可以學習一切你想學的
第四課：在反省中構築出未來的藍圖
往後看，才能前進
4. Knowing the World
Filling in the Gaps
The Broadening Experience
Friends and Mentors
Learning from Adversity
第四章 冒險，這是理所當然
真正的學習
用創新學習自我鍛鍊
念文科未必沒競爭力
開始充電
體驗這個世界
向良師益友學習
成長來自冒險
5. Operating on Instinct
第五章 怎樣的本能直覺該相信？
他們擁有完整的大腦
利用你的神聖本能
幸運之神眷顧勇敢的人
6. Deploying Yourself: Strike Hard, Try Everything
Reflection and Resolution
Perspective
Tests and Measures
Desire
Mastery
Strategic Thinking
Synthesis
第六章 展現領導力的七個步驟
第一步：反省才能解決問題
越是一帆風順越該反省
不反省會怎樣？
第二步：鍛鍊你的洞察力
第三步：考驗與衡量
第四步：激發你的欲望
第五步：精通你的專業
第六步：策略思考
第七步：你如何整合一切？
7. Moving Through Chaos
第七章 你說困境，我說是驚喜
不下水，怎麼學會游泳？
讓惡魔主管幫你培養領導力
危機就是領導者誕生的時機
8. Getting People on Your Side
Integrity is the Basis of Trust
Using Your Voice for Change
第八章 收服人心的關鍵
關鍵一：同理心
關鍵二：讓別人願意主動跟隨你
關鍵三：你只能激勵，無法強迫
領導者的工作是處理人的問題
信任是一切的根本
用你的呼聲來改變
9. Organizations Can Help - or Hinder
Opportunity = Empowerment
Meaning = Engagement
Learning = Leading
第九章 哪種公司能讓你能為領導者？
推動變革的四股力量
科技
全球化
併購風潮
人口結構和價值觀的轉變
組織如何因應變動？
只有一個領導者是不夠的
培育領導者的，是怎樣的公司？
機會來自授權
意義來自願景
學習力就是領導力
10. Forging the Future
Ten Factors for the Future
1. Leaders manage the dream
2. Leaders embrace error
3. Leaders encourage reflective backtalk
4. Leaders encourage dissent
5. Leaders posses the Nobel Factor: optimism, faith, and hope
6. Leaders understand the Pygmalion effect in management
7. Leaders have what I think of as the Gretzky Factor, A certain "touch"
8. Leaders see the long view
9. Leaders understand stakeholder symmetry
10. Leaders create strategic alliances and partnerships
第三部：領導者，誕生
第十章 領導者2.0
混亂只是開始
領導者2.0
1. 領導者駕駁夢想
2. 領導者容忍錯誤
3. 領導者喜歡實話
4. 領導者愛聽不同的意見
5. 領導者具有諾貝爾得主的素質：樂觀、忠誠和希望
6. 領導者善用「畢馬龍效應」
7. 領導者擁有某種「感性」
8. 領導者有耐心、看長遠
9. 領導者了解平衡原理
10. 領導者善於建立聯盟和夥伴關係
Epilogue to the Twentieth-Anniversary Edition (2009)
2009年新版序 你，是其中之一嗎？
Biographies
References
Index
諾曼‧李爾的成功四部曲
本帖最後由 hlperng 於 2013-12-24 14:23 編輯There are four steps in the process behind Norman Lear's success in mastering context:
諾曼‧李爾的成功四部曲分別是：
1. becoming self-expressive;（展現自我）
2. listening to the inner voice; （傾聽內心的聲音）
3. learning from the right mentors;（向益友良師學習）
4. giving oneself over a guiding vision. （遵循遠大願景的引導）
領導者基本要素
本帖最後由 hlperng 於 2013-12-24 14:21 編輯p.33
Basic Ingredient of Leadership (領導能力基本要素)：
Leaders come in every size, shape, and disposition - short, tall, neat, sloppy, young, old, male, and female. Nevertheless, they all seems to share some, if not all, of the following ingredients:
領導者有各式各樣的身材、長相和氣質：矮的、高的、整潔的、邋遢的、年輕的、年老的、男的和女的。不過不管怎樣，他們都具備下列部分或全部的基本要素：
The first basic integredient of leadership is a guiding vision. The leader has a clear idea of what he or she wants to do - professionally and personally - and the strength to persist in the face of setbacks, even failure. Unless you know where you're going, and why, you cannot possibly get there. That guiding purpose, that vision, was well illustrated by Norman Lear.
第一個基本要素是指導願景。領導者對於自己在工作上或生活上要做什麼，有相當清楚的想法，並具有面對障礙、甚至失敗仍然堅持下去的意志力。除非你知道自己要前往何方，否則你根本無法前進。這種決心，這種願景，在李爾身上表露無遺。
The second basic integredient of leadership is passion - the underlying passion for the promises of life, combined with a very particular passion for a vocation, a profession, a course of action. The leader loves what he or she does and loves doing it. Tolstoy said that hopes are the dreams of the waking man. Without hope, we cannot survive, much less progress. The leader who communicates passion gives hope and inspiration to other people. This ingredient tends to come up with different spins on it - sometimes it appears as enthusiasm, especially in chapter eight, "Getting People on Your Side."
第二個基本要素是熱情 - 這種熱情來自對生活有所期許，加上你對天命、熱情、和行動步驟的特殊熱情。領導者熱愛他所做的，並樂在其中。托爾斯泰說，希望是清醒者的夢。沒有希望，我們無法生存，更別想進步。領導者會熱人感染他的熱情，藉此給予他人希望和鼓勵。這個要素往往以不同的風格出現 - 例如「熱情」。
The next basic ingredient of leadership is integrity. I think there are three essential parts of integrity: self-knowledge, candor, and maturity.
第三個基本要素是健全的人格。我認為健全的人格是由三個部分組成的：認識自己、正直和成熟。
"Know thyself," was the inscription over the Oracle at Delphi. And it is still the most difficult task any of us faces. But until you truly know yourself, strengths and weaknesses, know what you want to do and why you want to do it, you cannot succeed in any but the most superficial sense of the word. Leader never lie to themselves, especially about themselves, know their faults as well as their assets, and deal with then directly. You are your own raw material. When you know what you consist of and what you want to make of it, then you can invent yourself.
「認識自己」是古人刻在阿波羅神殿上的神諭，對現代人仍是最艱鉅的任務。你若無法做到真正認識自己，認清自己的優缺點，知道你想要做什麼、有為什麼要做，對你對「認識自己」這句話，只又最粗淺的感受。領導者從不欺騙自己，尤其是和自己切身相關的一切；他知道自己的優缺點，而且遇到任何情形會馬上處理。你是自己的原料，唯有當你清楚自己是由什麼原料所構成，以及想拿這些原料來做什麼時，你才能創造自己。
Candor is the key to self-knowledge. Candor is based in honesty of thought and action, a steadfast devotion to principle, and a fundamental soundness and wholeness. An architect who designs a Bauhaus glass box with a Victorian cupola lacks professional integrity, as does any person who trims his or her principles - or even ideas - to please. Like Lillian Hellman, the leader cannot cut his or her conscience to fit this year's fashions.
正直是認識自己的關鍵。正直是基於對思想和行動的忠實不欺，是對原則的堅定不移，是一個人思路混亂或清晰的基礎。一個設計師設計了一個帶有維多利亞風格的蓋子的包浩斯式玻璃盒，不能算是專業設計師；同樣的，一個人也不該為了取悅他人而失去原則，甚至改變想法。美國異議劇作家海曼所寫的劇本勇於揭發美國政府縱容希特勒和墨索里尼的真相，而在1950年代被列入黑名單。領導者就應該像她一樣，不為迎合一時的潮流而泯滅良心。
Maturity is important to a leader because leading is not simply showing the way or issuing orders. Every leader needs to have experienced and grown through following - learning to be dedicated, observant, capable of working with and learning from others, never servile, always truthful. Having located the qualities in themselves, leaders can encourage them in others.
成熟對領導者而言也很重要，因為領導者不只是示範給別人看或下達指令而已。每一位領導者都要具備以下的歷練和成長：學會奉獻與觀察，要能與他共事並向他人學習，不要低聲下氣，永遠說實話。唯有領導者在自己身上找到這些特質，才能鼓勵別人也從自己身上挖掘出這些特質。
Integrity is the basic of trust, which is not as much as ingredient of leadership as it is a product. It is the one quality that cannot be acquired, but must be earned. It is given by co-workers and followers, and without it, the leader can't function. I'll talk about trust in greater detail in chapter eight, "Getting People on Your Side."
第四個基本要素是信任，信任是所有基本要素的基礎。信任比較不像領導者的基本要素，比較像是展現領導力的結果。這種要素不是努力就能學會的，你得努力掙來。信任來自共事者和下屬；少了信任基礎，領導者是無法發揮功能的。我會在第八章再詳細說明這個特質。
Two more basic ingredients of leadership are curiosity and daring. Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure, but embrace errors, knowing they will learn from them. Learning from adversity is another theme that comes up again and again in this book, often with different spins. In fact, that could be said of each of he basic ingredients.
最後兩個基本要素是好奇和膽識。領導者對所有的事都感到好奇，極盡所能設法多學習，願意冒險、實驗、嘗試新事物。他們不擔心失敗，但是擁抱錯誤，他們知道可以從錯誤中學習。「在逆境中學習」這個主題，經常以不同的面貌，一再在本書出現。實際上，每一條領導者的基本要素都是如此。
Even though I talk about basic ingredients, I'm not talking about traits that you're born with and can't change. As countless deposed kings and hapless heirs to great fortunes can attest, true leaders are not born, but made, and usually self-made. Leaders invent themselves. They are not, by the way, made in a single weekend seminar, as many of the leadership-theory spokesmen claim. I've come to think of that one as the microwave theory: pop in Mr. or Ms. Average and out pops McLeader in sixty seconds. 雖然我談了領導者的基本要素，但這些要素不是領導者與生俱來而且無法改變的。歷史上有無數被推翻下台的國王、和下場悲慘的富豪後代，證明了領導者不是天生的，而是後天努力的結果，而且通常是靠領導者自己打造出來的。領導者創造自己，不過，他們可不是上了那種短短一個週末的領導者速成班，就成為真正的領導者。我認為這些領導者速成班就像微波爐，以為丟進一個資質平庸的人，六十秒就能端出一個盤領導者。
p. 37
When Henry Kissinger was asked what he had learned from the presidents he had worked with. ... Kissinger replied, "Presidents don't do great things by dwelling on their limitations, but by focusing on their possibilities." They leave the past behind them and turn toward the future.
有人問亨利‧季辛吉，他從共事過的歷任總統身上學到什麼？他說：「專注在事情本身的限制或弱點，是成不了大事的，你要專注在事情的可能性和潛在價值上頭。」他們把過去遠遠拋在腦後，轉身迎向未來。
p.38
... Roosevelt, Truman, Eisenhower, and Kennedy invented themselves and then invented the future. Johnson and Nixon were made by their pasts. They imposed those mean lessons of their pasts on the present, enshrouding the future. Good leaders engage the world. Bad leaders entrap it, or try.
小羅斯福、杜魯門、艾森豪和甘迺迪創造了自己，也開創了未來。詹森和尼克森則是被過去經驗所囿，強將過去不好的經驗加諸於現在，讓未來烏雲罩頂。好的領導者吸引全世界的目光，差勁的領導者則欺騙、或試圖欺騙全世界。
p.41
The Greeks believed that excellence was based on a perfect balance of eros and logos, or feeling and thought, which together allow us to understand the world on all levels, from "the concrete contemplation of the complete facts." True understanding derives from engagement and from the full deployment of ourselves. As John Gardner once said, talent is one thing, while its triumphant expression is another. Only when we are fully deployed are we capable of that triumphant expression. Full deployment, engagement, hone and sharpen all of one's gifts, and ensure that one will be an original, not a copy.
古希臘人認為卓越是建立在理性和欲望、情感和思想的完美平衡上的，同時考量這些面向，我們對這個世界的理解才會是全面的，才能從完整的事情中得出明確的想法。真正的理解來自我們對自己的投入與發揮。約翰‧加納曾說，才能是一回事，成功展現才能是另一回事。只有我們全面開發自己，才能有成功的表現。只有使盡渾身解數，我們才能成功展現自己。全力施展、全心投入，專心磨練你的所有天分，並確保你打造出來的，是獨一無二的自己，而不是誰的複製品。
p.44
Leaders have nothing but themselves to work with. It is one of the paradoxes of life that good leaders rise to the top in spite of their weakness, while bad leaders rise because of their weakness.
領導者只能獨自工作。生命的弔詭之一便是，優秀的領導者儘管有弱點，還是能升到頂峰；而差勁的領導者卻是由於自身的缺陷而崛起的。
What is true for leaders is, for better or for worse, true for each of us: we are our raw material. Only when we know what we're made of and what we want to make of it can we begin our lives - and we must do it despite an unwitting conspiracy of people and events against us.
只要是領導者所認定的真理 - 不論好壞，就會成為我們每個人的真理。我們是自己的構成原料，只有當我們知道自己的組成元素，並知道要把自己做成什麼樣子之後，才能開始生活；儘管會受到眾人或事件無意的阻撓，我們還是得做下去。
p.45
Codifying one's thinking is an important step in inventing oneself. The most difficult way to do it is by thinking about thinking - it helps to speak or write your thoughts. Writing is the most profound way of codifying your thoughts, the best way of learning from yourself who you are and what you believe.
整理自己的思維是自我改造的過程中，非常重要的一環。其中最困難的是針對想法進行思考，如果你用說的或用寫的，對整理想法很有幫助。寫作是整理想法最全面的方式，你可以藉由寫作了解你是誰，以及你的價值觀。
If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.
如果認識自己、做自己，做的跟說的一樣容易，就不會有這麼多人借用他人看法，喋喋不休地說著二手創意，寧願隨波逐流，也不想與眾不同了。
p.46
As Emerson says, "What you are speaks so loudly I cannot hear what you say."
如同愛默生所說：「真實的你隆隆作響，使我聽不見你的嘴巴在說什麼。」
[「因為你說的隆隆震耳，所以我聽不清楚你在說什麼。」]
... what determines the level of satisfaction in post-middle-aged men is the degree to which they acted upon their youthful dreams. It's not so much whether they were successful in achieving their dreams as the honest pursuit of them that counts. The spiritual dimension in creative effort comes from that honest pursuit.
人到中年時，對人生是否滿意，取決於他們對年輕時的夢想付出了多少。重點不是夢想是否真的實現，而是他們是否真的努力追求過。你精神層面的創造結果，來自這種忠於夢想的追求。
p.47
... When you write your own life, then no matter what happens, you have played the game that was natural for you to play. If, as someone said, "it is the supervisor's role in a modern industrial society to limit the potential of the people who work for him," then it is your task to do whatever you must to break out of such limits and live up to your potential, to keep the covenant with your youthful dreams.
當你書寫自己的人生，那無論發生什麼情況，你都在玩天生就該是你玩的遊戲。如果現實社會就像某人所說的，「在現代工業社會，管理者的職責是限制為他效力的人的潛力」，那麼你的職責就是破除這些限制，發揮潛力，實現年輕時的夢想。
p.48
Norman Lear would add to this that the goal isn't worth arriving at unless you enjoy the journey. "You have to look at success incrementally," he said. "It takes too long to get to any major success. ... If one can look at life as being successful on a moment-by-moment basis, one might find that most of it is successful. And take the bow inside for it. When we wait for the big bow, it's a lousy bargain. They don't come out once in too long a time."
諾曼‧李爾補充道，除非你享受旅途中的風光，否則到達目的地也沒意思。「你必須把成功看成是逐步增長的，」他說：「要得到一次大成功得等很久......人如果將成功看成是一個片刻接著一個片刻的累積，就會發現，他的人生大部分時間是成功的。要是我們等待重大機會來臨，那就太不划算了，這種機會要很久很久才會出現一次。」
Applauding yourself for the small successes, and taking the small bow, are good ways of learning to experience life each moment that you live it. And that's part of inventing yourself, of creating yours own destiny.
為自己小小的成功鼓掌，抓住每次的小機會，是學會體驗人生每分每秒的好方法。這也是改造自己、創造自己命運的一部分。
To become a leader, then, you must become yourself, become the maker of your own life.
成為一名領導者之前，要先成為自己，做自己人生的創造者。
人生八個階段
p. 60Famed psychoanalyst Erik Erikson has divided life into eight stages that are useful to look at during our examination of self-invention: 知名心理分析師艾力克‧艾力克森將人生分為八個階段，對檢驗自我創造過程很有用：
1. Infancy
嬰兒期Basic True vs. Basic Mistrust
基本的信任 vs. 基本的不信任= Hope or Withdrawal
期望 或 退卻
2. Early Childhood
幼兒期Autonomy vs. Shame, Doubt
自主 vs. 害羞懷疑 = Will or Compulsion
願意 或 被迫
3. Play Age
玩耍期Initiative vs. Guilt
進取心 vs. 罪惡感= Purpose or Inhibition
決心 或 阻礙
4. School Age
學齡期Industry vs. Inferiority
勤奮 vs. 自卑= Competence or Inertia
勝任 或 遲鈍
5. Adolescence
青春期Identity vs. Identity Confusion
認同 vs. 認同混淆= Fidelity or Repudiation
忠誠 或 否定
6. Young Adulthood
青年期Initimacy vs. Isolation
親密 vs. 孤立= Love or Exclusivity
喜愛 或 排外
7. Adulthood
成人期Generativity vs. Stagnation
發展 vs. 停滯= Care or Rejectivity
關懷 或 拋棄
8. Old Age
老年期Integrity vs. Despair
完整 vs. 絕望= Wisdom or Disdain
智慧 或 鄙賤
領導者與管理者的差別
本帖最後由 hlperng 於 2013-12-24 13:13 編輯p.41
Leaders, Not Managers
領導者，不是管理者
I tend to think of the differences between leaders and managers as the differences between those who master the context and those who surrender to it. There are other differences, as well, and they are enormous and crecial:
我認為領導者和管理者的區別在於，前者征服現狀，後者屈服於現狀。當然，兩者之間還有其他的差別，這些差異是巨大且至關重要的：
領導者管理者
領導者創新。
The leader innovates.管理者執行。
The manager administers.
領導者是原創品。
The leader is an original.管理者複製品。
The manager is a copy.
領導者開疆闢土。
The leader develops.管理者維持現狀。
The manager maintains.
領導者聚焦在人員。
The leader focuses on people.管理者聚焦在系統與結構。
The manager focus on system and strucure.
領導者激發信任。
The leader inspires trust.管理者依賴控制。
The manager relies on control.
領導者視野宏觀。
The leader has a long-range perspective.管理者眼光狹隘。
The manager has a short-range view.
領導者問做什麼與為什麼。
The leader asks what and why.管理者問如何做與何時做。
The manager asks how and when.
領導者盯著即將發生什麼。
The leader's eys is on the horizon.管理者盯著結果。
The manager has his or her eye always on the bottom line.
領導者原創。
The leader originates.管理者模仿。
The manager imitates.
領導者挑戰現狀。
The leader challenge status quo.管理者接受現狀。
The manager accepts the status quo.
領導者做自己的主人。
The leader is his or her own person.管理者是傳統的好士兵。
The manager is the classic good soldier.
領導者做對的事。
The leader does the right things.管理者把事做好。
The manager does things right.
領導者精通了內涵現況。
The leader masters the context.管理者屈服於內涵現況。
The manager surrenders to the context.
教育與訓練的差異
本帖最後由 hlperng 於 2013-12-24 14:18 編輯p. 42
To reprise Wallace Stevens, managers wear square hats and learn through training. Leaders wear sombreros and opt for education. Consider the differences between training and education:
Education (教育)Training (訓練)
inductive (歸納) deductive (演繹)
tentative (嚐試的) firm (確定的)
dynamic (動態的) static (靜態的)
understanding (理解式)memorizing (背誦式)
ideas (概念)facts (事實)
broad (寬廣)narrow (狹隘)
deep (深入)surface (表面)
experiential (體驗的)rote (死記的)
active (積極的)passive (消極的)
questions (提問題)answers (要答案)
process (過程)content (內容)
strategy (策略)tactics (戰術)
alternatives (選擇)goal (目標)
exploration (探索)prediction (預告)
discovery (發現)dogma (教條)
active (主動的)reactive (被動的)
initiative (創新的)direction (指示的)
whole brain (全腦)left brain (左腦)
life (生活)job (工作)
long-term (長期)short-term (短期)
change (改變)stability (穩定)
content (內容)form (形式)
flexible (彈性的)rigid (僵化的)
risk (冒險的)rules (守成的)
synthesis (綜合推理)thesis (單一論點)
open (開放的)closed (封閉的)
imagination (想像力)common sense (常識)
The Sum: Leader (加總 = 領導者)The sum: Manager (加總 = 管理者)
If the list on the left seems strange to you, it's because that isn't the way we are usually taught. Our educational system is really better at training than education. And that's unfortunate. Training is good for dogs, because we require obedience from them. In people, all it does is orient than toward the bottom line.
如果這份列表的左半部對你而言十分陌生，那是因為學校通常不會這樣教你。我們的教育體制其實著重訓練而非教育，真是不幸。對狗來說，訓練是好事，因為我們希望小狗乖乖。但訓練人員，會使人們只看眼前條件或能力做事情。
The list of the left of all the qualities that business schools don't encourage enough, as they too often opt for the short-run, profit-maximizing, microeconomic bottom line. Bottom lines have nothing to do with problem-finding. And we need people who know how to find problems, because the ones we face today aren't always clearly defined, and they aren't linear. Frank Gehry and other great architects have move away from the old divinity of right angles to rhomboids, rounded spaces, and parabolas. They are designing sombreros. Aspiring leaders must also think non-traditionally.
商學院還不夠鼓勵這張列表左半部的特質，因為他們要的是短期獲利的極大化，看的是利潤中心制結算的盈虧底線。光看盈虧底線對發現問題沒有幫助。我們需要的是知道如何發現問題的人，因為今天我們所面對的問題不見得一眼就能看得清，而且問題也不線性發展的。苻蘭克‧蓋理及其他偉大的建築師都已遠離直角的神主牌，採用菱形、圓形空間和拋物線。他們正在設計闊邊帽。因此，懷有雄心壯至的領導者，首先必須先改變舊有的思考模式。
對本書的讚美與稱頌
本帖最後由 hlperng 於 2013-12-24 16:33 編輯Tom Peters:
Warren Bennis - master practioner, researcher, and theoretician all in one - has managed to create a practical primer for leaders without sacrificing an iota of necessary subtlety and complexity. No topic is more important; no more able and caring person has attacked it.
湯姆‧彼得士華倫‧班尼斯這位集實踐、研究與理論於一身的領導大師，所寫的這一本實用的領導入門，內容淺顯易懂，卻又不失之過度簡略。
Fortune:
The lessons here are crisp and persuasive.
《財富》雜誌
書中的課程嶄新又有說服力。
Peter Drucker:
This is Warren Bennis's most important book.
彼得‧杜拉克
這是華倫‧班尼斯最重要的一本書。
Dallas Times-Herald:
A joy to read ... studded with gems of insight.
Success:
Bennis identifies the key ingredients of leadership success and offers a game plan for cultivating those qualities.
《成功》雜誌
班尼斯不但指出領導成功的關鍵能力，還寫了一份培養這些能力的計畫。
Business Forum:
Clearly Bennis's best work in a long line of impressive, significant contributions.
Harvey B. McKay:
Totally intriguing, throught-stretching insights into the clockworks of leaders. Bennis has masterfully peeled the onion to reveal the heartseed of leadership. Read it and reap.
Betty Friedan:
Warren Bennis gets to the heart of leadership, to the essence of integrity, authenticity, and vision that can never be pinned down to a manipulative formula. This book can help any of us select the new leaders we so urgently need.
Charles Handy:
Warren Bennis's insight and his gift with words make these lessons, from some of America's most interesting leaders, compelling reading for every executive.
韓第
每一位主管都不該錯過這本好書。
謝謝彭博! 很棒的分享 謝謝彭博的分享!很棒的文章!
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