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Leadership Triad : Knowledge, Trust, and Power by Dale E. Zand (1996, Hardcover)

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About this product

Product Identifiers

PublisherOxford University Press, Incorporated

ISBN-100195092406

ISBN-139780195092400

eBay Product ID (ePID)980751

Product Key Features

Book TitleLeadership Triad : Knowledge, Trust, and Power

Number of Pages232 Pages

LanguageEnglish

TopicLeadership, Decision-Making & Problem Solving, General

Publication Year1996

IllustratorYes

GenreEducation, Business & Economics, Psychology

AuthorDale E. Zand

FormatHardcover

Dimensions

Item Height0.8 in

Item Weight17.6 Oz

Item Length9.5 in

Item Width6.3 in

Additional Product Features

Intended AudienceTrade

LCCN96-028083

Dewey Edition20

Reviews"If you want to learn how to build knowledge for action, to develop trust, and to use power for effective leadership, read this book."--Chris Argyris, Graduate School of Business Administration, Harvard University, "The beauty of Zand's book on leadership, now a topic about which so much has been written, is originality and its profound simplicity. Zand brings a lifetime of experience, deep clinical insight and novelty that every leader/manager/supervisor--you name it--will find required reading."--Warren Bennis, Distinguished Professor of Business Administration, University of Southern California, and author of Organizing Genius: The Secrets of CreativeCollaboration and On Becoming a Leader"If you want to learn how to build knowledge for action, to develop trust, and to use power for effective leadership, read this book."--Chris Argyris, Graduate School of Business Administration, Harvard University, "The beauty of Zand's book on leadership, now a topic about which so muchhas been written, is originality and its profound simplicity. Zand brings alifetime of experience, deep clinical insight and novelty that everyleader/manager/supervisor--you name it--will find required reading."--WarrenBennis, Distinguished Professor of Business Administration, University ofSouthern California, and author of Organizing Genius: The Secrets of CreativeCollaboration and On Becoming a Leader, "If you want to learn how to build knowledge for action, to develop trust,and to use power for effective leadership, read this book."--Chris Argyris,Graduate School of Business Administration, Harvard University, "The beauty of Zand's book on leadership, now a topic about which so much has been written, is originality and its profound simplicity. Zand brings a lifetime of experience, deep clinical insight and novelty that every leader/manager/supervisor--you name it--will find requiredreading."--Warren Bennis, Distinguished Professor of Business Administration, University of Southern California, and author of Organizing Genius: The Secrets of Creative Collaboration and On Becoming a Leader

TitleLeadingThe

Dewey Decimal303.3/4

SynopsisPeople once stood in awe of electricity, writes Dale Zand, until scientists identified and harnessed its three basic variables: voltage, current, and resistance. Likewise, people marvel at the achievements of successful leaders, such as Lee Iacocca at Chrysler or Jack Welch at GE, and wonder how they do it. In this superb volume, Zand dispels the mystery surrounding leadership so that managers at all levels--from the CEO to the shop supervisor--can develop the skills needed to lead effectively. Zand highlights the three elements required for leadership in today's information-driven organizations: knowledge, trust, and power. Knowledge, Zand argues, is essential to decisionmaking: Leaders must be able to tap information about customers, products, and processes found throughout the organization. The book brims with suggestions about how to tap this knowledge. The author demonstrates, for instance, how a leader's attitudes and behavior can release (or repress) the flow of knowledge in a corporation (he shows how at one failed home-appliance company managers suppressed information about customer complaints and reprimanded factory workers for suggesting changes, fatal mistakes); he outlines how the skillful use of questions can draw out and highlight the knowledge managers and workers possess; and he discusses how to avoid subtle obstacles (such as the complacency of success) to improve the link between knowledge and action. Trust, the second element of the triad, helps a leader achieve open, collaborative communication. Indeed, Zand shows that the degree to which people trust a leader determines how much access they will give him or her to their knowledge. The book explores the key elements in the development of trust (a leader must disclose relevant information, share influence, live up to the spirit of agreements, and not abuse power) and also illustrates some basic laws of trust--mistrust drives out trust; trust stimulates productivity; and mistrusting groups self-destruct. Zand then considers power, showing how the leader must set the agenda for the firm; select, develop, and motivate the people who will implement the agenda; and examine and adjust individual performance. Equally important, he shows that in today's knowledge-driven corporation, the effective leader rarely issues directives, but instead acts more as a consultant or a client. At Chrysler, for example, CEO Robert Eaton, senior managers, and project leaders all meet when a new car model is to be created or redesigned. After the objectives are worked out, the team is turned loose to organize itself and get the job done. Freed from constant second-guessing by top bosses, teams work harder and take greater pride in their work. By the mid-1990s, this design-consignment process at Chrysler was so effective that the company's speed to market and reduction of development costs far exceeded its U. S. competitors.Masterfully written, Knowledge, Trust, and Power is a down-to-earth, powerful guide. Full of examples--many from the author's consulting experience--of companies from General Motors, Wal-Mart, and American Express to electronics, manufacturing, and health care organizations, it offers a wealth of practical information to managers at all levels, and to anyone who aspires to a leadership position., Zand highlights the three elements required for leadership in today's information-driven organizations: knowledge, trust, and power. Knowledge, Zand argues, is essential to decisionmaking: Leaders must be able to tap information about customers, products, and processes found throughout the organization. The book brims with suggestions about how to tap this knowledge. Masterfully written, Triadic Leadership is a down-to-earth, powerful guide. Full ofexamples--many from the author's consulting experience--of companies from General Motors, Wal-Mart, and American Express to electronics, manufacturing, and health care organizations, it offers a wealth of practicalinformation to managers at all levels, and to anyone who aspires to a leadership position., People once stood in awe of electricity, writes Dale Zand, until scientists identified and harnessed its three basic variables: voltage, current, and resistance. Likewise, people marvel at the achievements of successful leaders, such as Lee Iacocca at Chrysler or Jack Welch at GE, and wonder how they do it. In this superb volume, Zand dispels the mystery surrounding leadership so that managers at all levels--from the CEO to the shop supervisor--can develop the skills needed to lead effectively. Zand highlights the three elements required for leadership in today's information-driven organizations: knowledge, trust, and power. Knowledge, Zand argues, is essential to decisionmaking: Leaders must be able to tap information about customers, products, and processes found throughout the organization. The book brims with suggestions about how to tap this knowledge. The author demonstrates, for instance, how a leader's attitudes and behavior can release (or repress) the flow of knowledge in a corporation (he shows how at one failed home-appliance company managers suppressed information about customer complaints and reprimanded factory workers for suggesting changes, fatal mistakes); he outlines how the skillful use of questions can draw out and highlight the knowledge managers and workers possess; and he discusses how to avoid subtle obstacles (such as the complacency of success) to improve the link between knowledge and action. Trust, the second element of the triad, helps a leader achieve open, collaborative communication. Indeed, Zand shows that the degree to which people trust a leader determines how much access they will give him or her to their knowledge. The book explores the key elements in the development of trust (a leader must disclose relevant information, share influence, live up to the spirit of agreements, and not abuse power) and also illustrates some basic laws of trust--mistrust drives out trust; trust stimulates productivity; and mistrusting groups self-destruct. Zand then considers power, showing how the leader must set the agenda for the firm; select, develop, and motivate the people who will implement the agenda; and examine and adjust individual performance. Equally important, he shows that in knowledge-driven organizations, the effective leader rarely issues directives, but instead acts more as a consultant or a client. To lead Chrysler's recovery effort in the 1990s, for example, CEO Robert Eaton, senior managers, and project leaders all met when a new car model was to be created or redesigned. After the objectives were worked out, the design group was turned loose to organize itself and get the job done. Freed from constant second-guessing by top bosses, teams worked harder and took greater pride in their work. By the mid-1990s, this design-consignment process was so effective that Chrysler's speed to market and reduction of development costs far exceeded its U. S. competitors. Masterfully written, Knowledge, Trust, and Power is a down-to-earth, powerful guide. Full of examples--many from the author's consulting experience--of companies from General Motors, Wal-Mart, and American Express to electronics, manufacturing, and health care organizations, it offers a wealth of practical information to managers at all levels, and to anyone who aspires to a leadership position., People once stood in awe of electricity, writes Dale Zand, until scientists identified and harnessed its three basic variables: voltage, current, and resistance. Likewise, people marvel at the achievements of successful leaders, such as Lee Iacocca at Chrysler or Jack Welch at GE, and wonder how they do it. In this superb volume, Zand dispels the mystery surrounding leadership so that managers at all levels--from the CEO to the shop supervisor--can develop theskills needed to lead effectively. Zand highlights the three elements required for leadership in today's information-driven organizations: knowledge, trust, and power. Knowledge, Zandargues, is essential to decisionmaking: Leaders must be able to tap information about customers, products, and processes found throughout the organization. The book brims with suggestions about how to tap this knowledge. The author demonstrates, for instance, how a leader's attitudes and behavior can release (or repress) the flow of knowledge in a corporation (he shows how at one failed home-appliance company managers suppressed information about customer complaints and reprimanded factoryworkers for suggesting changes, fatal mistakes); he outlines how the skillful use of questions can draw out and highlight the knowledge managers and workers possess; and he discusses how to avoid subtleobstacles (such as the complacency of success) to improve the link between knowledge and action. Trust, the second element of the triad, helps a leader achieve open, collaborative communication. Indeed, Zand shows that the degree to which people trust a leader determines how much access they will give him or her to their knowledge. The book explores the key elements in the development of trust (a leader must disclose relevant information, share influence, live up to the spirit of agreements,and not abuse power) and also illustrates some basic laws of trust--mistrust drives out trust; trust stimulates productivity; and mistrusting groups self-destruct. Zand then considers power, showing howthe leader must set the agenda for the firm; select, develop, and motivate the people who will implement the agenda; and examine and adjust individual performance. Equally important, he shows that in knowledge-driven organizations, the effective leader rarely issues directives, but instead acts more as a consultant or a client. To lead Chrysler's recovery effort in the 1990s, for example, CEO Robert Eaton, senior managers, and project leaders all met when a new car model was to be created orredesigned. After the objectives were worked out, the design group was turned loose to organize itself and get the job done. Freed from constant second-guessing by top bosses, teams worked harder andtook greater pride in their work. By the mid-1990s, this design-consignment process was so effective that Chrysler's speed to market and reduction of development costs far exceeded its U. S. competitors. Masterfully written, Knowledge, Trust, and Power is a down-to-earth, powerful guide. Full of examples--many from the author's consulting experience--of companies from General Motors, Wal-Mart, and American Express to electronics, manufacturing, and health careorganizations, it offers a wealth of practical information to managers at all levels, and to anyone who aspires to a leadership position.

LC Classification NumberBF637.L4Z36 1997