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Hesselbein on Leadership
The woman BusinessWeek called the "grande dame of American management" shares her vision of leadership Frances Hesselbein rose from a volunteer troop leader to become CEO of the Girl Scouts of the USA. During her tenure Hesselbein transformed the Girl Scouts and created one of the most vibrant and recognized organizations in the world. In the course of her brilliant career, she was recognized by Fortune magazine as the "Best Nonprofit Manager in America" and was awarded the Presidential Medal of Freedom. Now, for the first time, Frances Hesselbein has collected her most incisive and stirring writings on the topic of leadership in one compelling book. The book affirms Hesselbein's specific leadership principles that will give readers the inspiration to go forth and become exemplary leaders. It is also filled with the practical knowledge readers need so they can make a difference every day. These gems of leadership wisdom include Hesselbein's thoughts on innovation, change, diversity, and what it means to be a woman leader. At the heart of the book is Hesselbein's belief that leadership is about character-a question of how to be, not how to do it. Hailed by Warren Bennis, Peter Senge, Jim Collins, Peter Drucker, and others as one of the most innovative and inspired leaders today, Frances Hesselbein gives readers a star to steer by. Hesselbein on Leadership will engage, energize, and motivate readers to do their best and be their best. Frances Hesselbein (New York, NY) is the Chairman of the Peter F. Drucker Foundation for Nonprofit Management and Editor in Chief of Leader to Leader, the premier leadership journal. She is a recipient of the Presidential Medal of Freedom and the coeditor of numerous books on leadership including The Leader of the Future (Jossey-Bass: 0-7879-5204-4) and The Organization of the Future, The Community of the Future (Jossey-Bass: 0-7879-5203-6).
174 pages, Paperback
First published January 1, 2002
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Displaying 1 - 9 of 9 reviews
July 27, 2008
Hesselbein on Leadership
Frances Hesselbein
Jossey-Bass
In his Foreword to this book, Jim Collins observes that Frances Hesselbein “grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between ‘what we stand for’ and ‘how we do things’…Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission.” This brief excerpt from an uncommonly insightful analysis of Hesselbein’s numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.
The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, “I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world.” In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise’s tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.
Frances Hesselbein
Jossey-Bass
In his Foreword to this book, Jim Collins observes that Frances Hesselbein “grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between ‘what we stand for’ and ‘how we do things’…Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission.” This brief excerpt from an uncommonly insightful analysis of Hesselbein’s numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.
The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, “I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world.” In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise’s tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.
October 17, 2020
The mid to late 90s was a time of great development of the language and philosophy of leadership. Frances Hesselbein and others taught and taught the essence of modern leadership, helping us break the grasp of "command and control." So while this book is now 18 years old, the beauty is in its simplicity and timeless relation to the universal elements of leadership.
August 28, 2020
best leadership book I've read to date
January 20, 2024
Reads like a collection of blog entries from a consultant. Which, I suppose Hesselbein effectively was at the point she writes the book.
Hesselbein has an intriguing completely non-conventional story. She took on her first professional job in her 40s and went on to be a serial much lauded CEO. It's a story that's been referenced a few times, so I was curious. From the style in the book, it feels like Hesselbein had an instinctive charisma that made others feel good about following their leadership. That doesn't really distill into pragmatic advice, but the book is pleasant and short enough to be fine.
Hesselbein has an intriguing completely non-conventional story. She took on her first professional job in her 40s and went on to be a serial much lauded CEO. It's a story that's been referenced a few times, so I was curious. From the style in the book, it feels like Hesselbein had an instinctive charisma that made others feel good about following their leadership. That doesn't really distill into pragmatic advice, but the book is pleasant and short enough to be fine.
June 16, 2024
One may think at first glance that this book is dated but the ideas and concepts shared inside are timeless and enduring. This is a great book and I strongly recommend it for anyone who calls themselves a leader.
May 30, 2020
Good, but not as good as people say.
March 29, 2021
The topic itself is way beyond my head =(. But, I agree with her philosophy although she employs it for business concerns.
December 5, 2011
Not meaty enough.
Displaying 1 - 9 of 9 reviews