| 管理与领导，两个平时很容易混淆的概念，本书将阐述二者之间的差异与平衡。 |
| 作者提出新颖的管理领导模型，帮助你认识自己的管理风格或领导风格。 |
| *理性主义者：用数字分析说明问题、迷恋细节、讲求逻辑 |
| *政治主义者：善于运用人际关系、建立联盟、精明机敏 |
| *文化主义者：善于用寓言仪式培养文化、激情满怀、热情洋溢 |
| cc人们常说,1人生如旅.a若要你谈谈这一生的故事,1你无疑会描述一路上经历过的那些尖峰峡谷,1得意低落.a你个人的征途必与我们的不同,1也不会像本书中描绘的那些人.a然而,1一定意义上,1我们都在同一条路上：发现自我,1了解别人,1cc明白人生的意义.a我们希望这是一条有意义的路.a你开始阅读本书的时候,1我们希望你也能在同时发现自我,1改变你的生活经历.a1a1c1ac111c111a1a1 |
| 543cccc为了阅读方便,2本书分成3个部分.a第一部分,2发现你的对立面,2谈的是发现自我.a本部分有两章.a第1章,2精确与激情之平衡,2介绍两个问题：管理与领导,2两个平时很容易混淆的概念.a第2章,2管理-领导模型,2将帮助你确定自己的管理或领导风格.a2a2c2ac222c222a2a2 |
| 544cccc第二部分,3管理-领导模型分析,3起到一面镜子的作用.a在这部分里,3你会与我们一起观察多名典型人物的多种风格,3发现自己风格的各个方面.a本部分有4章.a第3章专门讲理性主义者的风格,3第4章讲政治主义者的风格,3第5章分析人文主义者的风格,3第6章则专门论述文化主义者的风格.a这几种风格都会反映出你各个方面的个性特征,3但你很可能会发现,3cc虽然自己的风格有多个方面的特点,3但会以其中一个为主.a3a3c3ac333c333a3a3 |
| 545cccc第三部分,4审视你自己,4鼓励你把注意力从镜子里自己的影像转移到行动上来.a本部分只有第7章,4共舞不忘反思,4建议你不论现在的舞池情形如何,4完善自己,4cc以便成为一个更加出色的舞者.a追忆过去,4反思起步之初,4再凝视刚刚发现的新的未来,4你将学会与你的另一面以新的舞步和谐地起舞.a4a4c4ac444c444a4a4 |
| 546cccc在阅读我们一个个旅程的简要叙述.c深入探究典型人物的情况的过程中,5我们鼓励你得出自己的结论,5保持整个过程都开心,5还要保持整个过程都清醒,5并且请记住：这本书讲的是你工作和生活中一次内心的旅途.a途中并没有生活的答案,5答案存在你的内心,5而找到答案的关键就在于发现.a5a5c5ac555c555a5a5 |
| 547cccc传说记载,6诸神造出了人以后,6曾因为放置人生答案的地方而争论.a他们希望把那些答案放到合适的位置,6使人类不断去寻求.a6a6c6ac666c666a6a6 |
| 548cccc一神说："咱们把答案放到山顶吧,7他们肯定不会去那里找.a"7a7c7ac777c777a7a7 |
| 549cccc"不行,8"别的神说,8"他们一下子就会在那儿找到.a"8a8c8ac888c888a8a8 |
| 5410cccc另一神说："那咱们把答案放到地球的中心吧,9他们肯定想不到去那儿找,c"9a9c9ac999c999a9a9 |
| 5411cccc"不行,10"cc别的神说,10"他们很容易就在那儿找出来了.a"10a10c10ac101010c101010a10a10 |
| 5412cccc这时,11另一神说："那咱们把答案放到海底吧,11他们肯定找不到那里去.a"11a11c11ac111111c111111a11a11 |
| 5413cccc"不行,12"cc别的神说,12"他们不费吹灰之力就会找到那里.a"大家都不支声了……12a12c12ac121212c121212a12a12 |
| 5414cccc过了好一段时间,13终于,13一神说："我们可以把人生的答案放在他们心里,13他们总不会到那里去找吧!"13a13c13ac131313c131313a13a13 |
| 5415cccc于是,14他们就把人生的答案放到了人自己心里.a14a14c14ac141414c141414a14a14 |
| 5416cccc–玛丽-路易斯·冯·弗朗兹15a15c15ac151515c151515a15 |
| 505第一部cc分发现你的对立面4a4c4ac444c444a4a4 |
| 506第1章cc精确与激情之平衡／25a5c5ac555c555a5a5 |
| 507第2章cc管理—领导模型／136a6c6ac666c666a6a6 |
| 508第二部cc分管理—领导模型的概况7a7c7ac777c777a7a7 |
| 509第3章cc理性主义者／288a8c8ac888c888a8a8 |
| 5010第4章cc政治主义者／529a9c9ac999c999a9a9 |
| 5011第5章cc人文主义者／8410a10c10ac101010c101010a10a10 |
| 5012第6章cc文化主义者／11711a11c11ac111111c111111a11a11 |
| 5013第三部cc分反思你自己12a12c12ac121212c121212a12a12 |
| 5014第7章cc共舞不忘反思／15213a13c13ac131313c131313a13a13 |
| 5015尾声／16714a14c14ac141414c141414a14a14 |
| 5016参考文献／17115a15c15ac151515c151515a15a15 |
When Opposites Dance: Balancing the Manager and Leader Within
By:
Dr. Roy G. Williams and Dr. Terrence E. Deal
Davies-Black Publishers (September 2003)
The imbalance between precision and passion, between rationality and spirituality, often creates a weight under which many CEOs fall. At the same time corporations crumble from being overmanaged and underled. Success in business today demands more than a tough, no-nonsense management style or enthusiastic, inspirational cheerleading. Both sound management and inspired leadership are critical.
With detailed profiles of some of the most notable figures in politics and business, sports and entertainment, identifies four natural styles of managing and leading–the rationalist, politicist, humanist, and culturist–and highlights the awareness required of manager-leaders to balance successfully the rational and the spiritual, and embrace the seemingly opposing forces of precision and passion. From logical rationalists to caring humanists–Richard Nixon and Betty Friedan; from zealous politicists to intuitive culturists–Hillary Clinton and Herb Kelleher–each example illustrates the individual’s struggles and successes and offers valuable lessons for forging a path to balance and harmony and shaping a better workplace for all.
Bringing together two of the most popular methods for understanding management and leadership–the strengths of the Myers-Briggs Type Indicator(R) instrument and Terry Deal and Lee Bolman’s Cognitive Frames—When Opposites Dance encourages you to step back and take stock of your strengths and weaknesses.
The four styles are explained through profiles of these notable figures:
Rationalists (Richard Nixon, Robert Crandall, Pat Summitt) focus on details and leave little to chance and often come across as cold and impersonal.
Politicists (Lyndon Johnson, Frank Lorenzo, Hillary Clinton) are shrewd and astute in their determination to implement chosen agendas.
Humanists (Jimmy Carter, Donald Burr, Betty Friedan) champion people, facilitate meeting personal needs, and work to liberate human potential.
Culturists (Ronald Reagan, Herb Kelleher, Oprah Winfrey) are symbolic leaders who communicate through stories, rituals, and ceremonies rather than facts or figures.
Comments by the authors:
“On many dimensions, we the authors of this book occupy polar positions. Williams was a guard in basketball; Deal a linebacker in football. Williams was a Wall Street whiz; Deal a school teacher and professor. But instead of acrimony, these difference produced harmony. In our cooperative endeavors together, we began to see parallels in the world of work. The separation of management and leadership in today’s organizations too often results in antagonism and opposition. Management and leadership are different but each is essential for top performance.
Our travels through these diverse environments identified many managers and leaders. Some whose styles were successful, others were counterproductive. Our observations provoked two questions: Do management and leadership differ so much that separate individuals must practice each? Or can they be integrated and balanced within an individual man or woman?
In our journeys we encountered few who could do both. Reflecting on these observations, we concluded that the roots of successful managing and leading reach deeper than the step-by-step tasks offered in most books, one-week training sessions, and other quick-fix approaches. Our experiences taught us that balancing management and leadership is an ongoing effort. It first requires one’s awareness of his or her strengths and weaknesses. Next, it’s a matter of embracing one’s internal opposite and learning new steps or finding someone who can compensate for your Achilles heel.
Dancing with your opposite is about finding wholeness in every area of your life. We did and believe you will as you journey through the book.”
Comments from the Inside Flap
“Less staff and more work. Fewer resources and more complex challenges. A crisis of ethics and one of confidence. Success in business today demands more than a tough, no-nonsense management style or enthusiastic, inspirational cheerleading. Both sound management and inspired leadership are critical.
Providing a powerful new worldview of the management-leadership dynamic, When Opposites Dance encourages you to step back and take stock of your strengths and weaknesses. Reflecting on where you are is the first step to blending the four essential styles: the all-important key to becoming a more complete manager-leader and a more balanced human being.
With lessons from twelve notable public figures, When Opposites Dance captures the essence of what it takes to develop the mind-set demanded for success today: a manager-leader who can balance the coolness of analysis and the warmth of the heart.”
The Authors
Roy G. Williams holds doctoral degrees from Duke and Vanderbilt universities. As an adjunct professor of leadership at Vanderbilt’s Peabody College, he received one of Peabody’s Outstanding Educator Awards for Teaching. Previously, he was a Senior Resident Vice President at Merrill Lynch. He began his professional career in the athletic world at Duke University where he was a graduate assistant on the basketball staff.
Terrence E. Deal, Ph.D., is an educator, a consultant, and author of more than twenty books including such best-selling classics as "Leading with Soul," "Reframing Organizations," and "The New Corporate Cultures." Formerly on the faculties of Stanford, Harvard, and Vanderbilt universities, he currently teaches at the University of Southern California and consults with business, health, military, educational, and religious organizations around the world.
Look for a more complete review of When Opposites Dance in the Winter 2004 Edition of the Sport Journal. Dr. Fred Cromartie of the Academy’s Sports Management Faculty will present his review and sport applications of the principles of this outstanding management book.
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