The Leader of the Future 2: Visions, Strategies, and Practices for the New Era

Editors: Frances Hesselbein, Marshall Goldsmith

Amazon links:

The Leader of the Future: New Visions, Strategies and Practices for the Next Era

The Leader of the Future 2: Visions, Strategies, and Practices for the New Era (J-B Leader to Leader Institute/PF Drucker Foundation)

See Leader of the Future 1 outline and introduction by Peter Drucker!!!

Description:

The Leader of the Future 2 follows in the footsteps of the international bestseller The Leader of the Future, which has sold hundreds of thousands of copies, been translated into twenty-eight languages, and is one of the most widely distributed collections on leadership to date.

In twenty-seven inspiring and insightful essays, this book celebrates the wisdom of some of the most recognized thought leaders of our day who share their unique visions of leadership for the future. Our post-9/11 world presents new and unexpected challenges for present and future leaders, and the articles in this book reaffirm, reconsider, and expand on the basic principles and values of leadership as they apply to emerging and unforeseen challenges, opportunities, and trends. This diverse group of authors speaks to all of us--inspiring, guiding, and sustaining leaders of today and tomorrow, delivering a battle cry that will mobilize the leaders of the future in our increasingly turbulent and uncertain world.

• Preface, Frances Hesselbein and Marshall Goldsmith [text]
• Part One: A Vision of Leadership
  • [1] "Peter F. Drucker on Executive Leadership and Effectiveness," Joseph A. Maciariello .
• Part Two: Leading in a Diverse World
  • [2] "Systems Citizenship: The Leadership Mandate for This Millennium," Peter Senge ;
  • [3] "Diversity Management: An Essential Craft for Future Leaders" R. Roosevelt Thomas Jr.;
  • [4] "Ten Things I Learned About Leadership from Women Executive Directors of Color," Jan Masaoka ;
  • [5] "How Cosmopolitan Leaders Inspire Confidence: A Profile of the Future," Rosabeth Moss Kanter .
• Part Three: Leading in a Time of Crisis and Complexity
  • [6] "Anchoring Leadership in the Work of Adaptive Progress," Ronald A. Heifetz ;
  • [7] "The Challenge of Complexity," John Alexander;
  • [8] "Understanding the Nonprofit Sector's Leadership Deficit," Thomas J. Tierney ;
  • [9] "Leadership Over Fear," John Edwin Mroz ;
  • [10] "Leading in a Constantly Changing World," Ponchitta Pierce;
  • [11] "Leaders of the Future: Growing One-Eyed Kings," General Eric K. Shinseki .
• Part Four: Leading Organizations of the Future
  • [12] "Philosopher Leaders," Charles Handy;
  • [13] "Leadership as a Brand," Dave Ulrich and Norm Smallwood ;
  • [14] "Regaining Public Trust: A Leadership Challenge," Ken Blanchard and Dennis Carey;
  • [15] "Leading New Age Professionals," Marshall Goldsmith;
  • [16] "Tomorrow's Leader," Srikumar S. Rao ;
  • [17] "Challenges for Leaders in the Years Ahead," Sally Helgesen ;
  • [18] "Leadership Judgment at the Front Line," Noel M.Tichy and Chris DeRose .
  • [19] "It's Not Just the Leader's Vision," Jim Kouzes and Barry Posner .
• Part Five: The Quality and Character of the Leader of the Future
  • [20] "Are the Best Leaders Like Professors? Teaching, Asking Questions, and Evidence-Based Management," Jeffrey Pfeffer ;
  • [21] "The Leader Integrator: An Emerging Role," Usman A. Ghani ;
  • [22] "Leadership Competencies: A Provocative New Look," Edgar H. Schein ;
  • [23] "Leading in the Knowledge Worker Age," Stephen R. Covey;
  • [24] "The Three Elements of Good Leadership in Rapidly Changing Times," Lynn Barendsen and Howard Gardner;
  • [25] "Distinctive Characteristics of Successful Leaders of Voluntary Organizations: Past, Present, and Future," Brian O'Connell;
  • [26] "The Leader in Midlife," Richard J. Leider ;
  • [27] "Leading from the Spirit," Darlyne Bailey.
• The Editors

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



“It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

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Examples ↑ can be found through web searches, Wikipedia,
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Some ecological and time awareness ↓ → Ken Burns films

Larger view thinking canvas

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The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
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Larger view thinking canvas

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and executive)

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