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HBR's 10 Must Reads on Leadership (with featured article “What Makes an Effective Executive,” by Peter F. Drucker) [Kindle Edition]

Peter Ferdinand Drucker , Daniel Goleman , Bill George
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Go from being a good manager to an extraordinary leader.

If you read nothing else on leadership, read these 10 articles (featuring “What Makes an Effective Executive,” by Peter F. Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.

HBR's 10 Must Reads On Leadership will inspire you to:

- Motivate others to excel
- Build your team's self-confidence in others
- Provoke positive change
- Set direction
- Encourage smart risk-taking
- Manage with tough empathy
- Credit others for your success
- Increase self-awareness
- Draw strength from adversity

This collection of best-selling articles includes: featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."

Über den Autor und weitere Mitwirkende

HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.

HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Classic ideas, enduring advice, the best thinkers: HBR's 10 Must Reads.


  • Format: Kindle Edition
  • Dateigröße: 4862 KB
  • Seitenzahl der Print-Ausgabe: 240 Seiten
  • Verlag: Harvard Business Review Press; Auflage: 1 (3. Januar 2011)
  • Verkauf durch: Amazon Media EU S.à r.l.
  • Sprache: Englisch
  • ASIN: B004G5ZJEC
  • Text-to-Speech (Vorlesemodus): Aktiviert
  • X-Ray:
  • Word Wise: Aktiviert
  • Verbesserter Schriftsatz: Aktiviert
  • Durchschnittliche Kundenbewertung: 3.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: #129.050 Bezahlt in Kindle-Shop (Siehe Top 100 Bezahlt in Kindle-Shop)

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2 von 3 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Nothing new on leadership 29. Juni 2014
Format:Kindle Edition|Verifizierter Kauf
Leadership literature is like 'getting rich' literature. Most of it meanders between grossly trivial and outright shallow. The 10 articles featured here are not on the shallow end as far as methods are concerned - an interesting tour d'horizon in that regard - but at the end of the day, they fall short of their claim to offer guidance how organisations can have the right leaders; and moreover, they fall short of critically assessing if leaders actually matter. So, my personal 'must read' would be: Download Drucker's article about 'Effective executive' for free, and buy 'Leadership: A Very Short Introduction' (Oxford University Press) by Keith Grint.
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Amazon.com: 4.3 von 5 Sternen  54 Rezensionen
33 von 36 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Enlightening perspectives on the dimensions of leadership 11. Januar 2011
Von Robert Morris - Veröffentlicht auf Amazon.com
This is one in a series of volumes that anthologize what the editors of the Harvard Business Review consider to be the "must reads" in a given business subject area, in this instance leadership. I have no quarrel with any of their selections, each of which is eminently deserving of inclusion. Were all of these article purchased separately as reprints, the total cost would be $60 and the value of any one of them exceeds that. Given the fact that Amazon now sells this one for only $14.13, that's quite a bargain. The same is true of volumes in other series such as "Harvard Business Review on...." and "Harvard Business Essentials."

Those who authored or co-authored the ten articles in this volume do indeed provide enlightening perspectives on the dimensions of leadership. Some may ask, "Why another book on this subject?" Years ago, a colleague on the faculty at Princeton pointed out to Albert Einstein that he always asked the same questions on his final examination. Why? "Because every year the answers are different." I cannot recall a prior time when changes in the business world were more numerous and occurring faster. Core values and valuable insights that illuminate those values may remain the same but the nature and extent of possible applications of them certainly do not. It remains for each reader of these articles to decide (a) which are most relevant to her or his needs and interests, and (b) how to derive greatest benefit from those selected.

For example:

""I have found that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It's not that IQ and technical skills are irrelevant. They do matter, but only as "threshold capabilities"; that is, that they are entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sin qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won't make a great leader."

According to Goleman, the EI skills are Self-awareness (knowing one's strengths, weaknesses, drives, values, and impact on others), Self-regulation (controlling or redirecting disruptive I pulses and moods), motivation (relishing achievement for its own sake), ' Empathy (understanding other people's emotional makeup), Social skill (building rapport with others to move them in desired directions). Daniel Goleman, "What Makes a Great Leader?" HBR (June 1996)

Here's another excerpt in which, as in Goleman's article, the "what" and "why" are carefully explained so that readers can then determine how to apply what they have learned.
"Every company needs transformational leaders - those who spearhead changes that elevate profitability, expand market share, and change the rules of the game in their industry. But few executives understand the unique strengths needed to become such a leader. Result? They miss the opportunity to develop those strengths. They and their firms lose out." David Rooke and William R. Torbert, Seven Transformations of Leadership," HBR (April 2005)

By the way, the first five of the seven are Opportunist (Wins any way possible: self-oriented, manipulative, "might makes right"), Diplomat ("Avoids conflict: wants to belong; obeys group norms; doesn't rock the boat), Expert (Rules by logic and expertise: uses hard data to gain consensus and buy-in), and Achiever (Meets strategic goals: promotes teamwork; juggles managerial duties and responds to market demands to achieve goals). Rooke and Torbert acknowledge that the "leader's voyage of development is never an easy one" and, in fact, it involves a process rather than a destination. That said, for individuals as well as for their organizations, the action logics they embrace, Rooke and Torbert assert, can "reap rich rewards."

All of the other eight articles were also written by world-class authorities on leadership (e.g. Peter Drucker and John Kotter) and the material they provide will also be invaluable sources of information, insights, and wisdom throughout each leader's "voyage of development."
15 von 16 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Emotional Intelligence is the sine qua non of leadership! 26. März 2012
Von Shefali Dua - Veröffentlicht auf Amazon.com
Really enjoyed reading the book. A quote from the book : "Emotional Intelligence is the sine qua non of leadership". Leaders plan ahead and articulate their vision to followers. They aren'(tm)t magicians but broad-based strategic thinkers who are willing to take risks. The knack to find common ground and building a rapport is skill of a true leader.

The authors distinguish between managers as organizer and leaders as visionaries. Both have different roles to play in execution of a strategy. However at wartime, you need a competent leader at each level.

A leader is always focusing on opportunities like:
1.Unexpected success or failure
2.A gap between what and what could be in the market process
5.Change in mind sets
6.New technology

Hallmarks of a leader
1.Self-confidence, realistic assessment, sense of humor
2.Trustworthiness and integrity, comfort with ambiguity, open to change
3.Strong drive to achieve
4.Expert in building and retaining talent

Key Points on developing as leader
1. Know Thyself, Improve self-regulation, Develop empathy and social skills
2.Self-aware people find work to energize & readily admit failures
3.A leader has propensity of reflection and thoughtfulness;
4.A comfort level with ambiguity and change, integrity and ability to say no
5.No leader is an island; Social leader will allow emotional intelligence to work
6.The best opportunities matched to the best people (huge HR operation); Key success for Japanese businesses
7.Level 5 Leadership (Executive) is a paradoxical combination of personal humility plus professional will.
13 von 14 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A Gathering of Eagles 23. Mai 2011
Von Steve Gladis - Veröffentlicht auf Amazon.com
Format:Kindle Edition
I confess to being a Harvard Business Review junkie. In that context, you can evaluate my recommendation for their new series that includes a collection of articles under specific topics like Leadership, Change, and Strategy. Specifically, On Leadership provides the collective wisdom of a gathering of leadership eagles, such as: Daniel Goleman, Peter Drucker, John Kotter, Ronald Heifitz, Warren Bennis and Jim Collins. Each one has significantly advanced the field of leadership. For example, Goleman gave us emotional intelligence; Drucker, the knowledge worker; Kotter, change management; Heifitz, adaptive leadership; and, Collins, good-to-great leadership. So, reading the HBR's newest series is for me like sitting down for a cup of coffee with old, trusted friends who helped build the house I live in every day--leadership.
11 von 13 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Great articles but not formatted well for the Kindle 16. August 2012
Von AF - Veröffentlicht auf Amazon.com
Format:Kindle Edition|Verifizierter Kauf
This is a great collection of useful and insightful articles. That said, shame on HBR and Amazon for not paying more attention to the formatting. There is no table of contents, so you cannot see up front what the articles are or navigate easily through them. Furthermore, some of the tables and other inset material is not formatted for the Kindle so it break awkwardly across screens and is hard to bookmark. I expected more from the e-book version. I might just as well have saved myself the money and hunted down the individual articles in PDF format through my employer's library!
3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Important and Useful, as Usual 21. April 2014
Von George Bush - Veröffentlicht auf Amazon.com
Format:Kindle Edition
'On Leadership' begins with Daniel Goleman's 'emotional intelligence' article based on research at nearly 200 large, global companies. He found that intelligence, toughness, determination, and vision were, as expected, required for success, but also needed to be accompanied by self-awareness, self-regulation, motivation, empathy, and social skill (emotional intelligence). He defines self-awareness (demonstrated via self-confidence, knowing when to ask for help) as 'the ability to recognize and understand one's moods, emotions, and drives', self-regulation as 'the ability to control or redirect disruptive impulses and moods, and the propensity to think before acting,' motivation as 'a passion to work for reasons that go beyond money/status,' empathy as 'the ability to understand the emotional makeup of others, and skill in treating people according to their emotional reactions, and social-skill as proficiency in managing relationships and building networks.

Credibility for Goleman's findings comes from David McClelland's 1996 study that found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions in a global food and beverage company outperformed yearly earnings goals by 20%, while those lacking that critical mass underperformed by almost the same amount.

Another important article - Drucker's classic on 'What Makes an Effective Executive' - reviewed elsewhere on Amazon. The same with John Kotter's 'What Leaders Really Do' article.

One other that I especially liked - 'Level 5 Leadership' by Jim Collins. He contends that having an executive with genuine personal humility and intense professional will is rare, but invaluable. Darwin Smith, former CEO of Kimberly-Clark serves as an exemplar for Collins. Ken Iverson (Nucor) and others are also summarized.
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