Using case studies from a wide range of fields and historical settings, On Effective Leadership seeks to explain why some leaders are effective, why many are not, and why only a very few are exceptional.

Autorentext
Author G. Donald Chandler III: G. Donald Chandler, III, is a visiting professor in the Leadership Studies Program at Williams College, where he has been teaching and conducting research since 2004. He is also a director emeritus of McKinsey & Company, Inc., an international management consulting firm, where he spent twenty-five years counseling clients in the worlds of business, health care, higher education, and the arts. He received an MBA from Harvard Business School in 1978. Author John W. Chandler: John W. Chandler, a retired leader in higher education, served as president of Williams College, Hamilton College, and the Association of American Colleges and Universities. Among the many institutions and organizations on whose boards he served was Duke University, where he was board chair. He received a Ph.D. from Duke in philosophical theology and was later Cluett Professor of Religion and Dean of the Faculty at Williams. He continues to be active in research relating to leadership.

Inhalt
Foreword Introduction PART I: EFFECTIVE LEADERSHIP: A NEW FRAMEWORK The Leadership Conundrum The Temple and the Genome PART II: ORGANIZING CHANGE Margaret Sanger and Susan B. Anthony/Elizabeth Cady Stanton: Social Reformers Robert S. McNamara and John W. Gardner: Johnson's Cabinet Warriors Henry Ford and Soichiro Honda: Business Entrepreneurs PART III: POWERS OF PERSUASION G. Stanley Hall and William Rainey Harper: University Presidents Edward Teller and Sir William Osler: Scientific Leaders Napoleon and Augustus: Empire Builders PART IV: TRANSFORMING VISIONS John Humphrey Noyes and George Fox: Religious Visionaries Robert Mugabe and Nelson Mandela: Revolutionary Leaders Epilogue Implications for Leaders and Followers