Transparency: How Leaders Create a Culture of Candor (J-B Warren Bennis Series) |
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Transparency: How Leaders Create a Culture of Candor (J-B Warren Bennis Series)
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by Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman
Sales Rank: 5095
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List Price: $22.95
$15.61
At Amazon
on 10-15-2008.
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Features
Cover Type: Hard Cover with 144 pages
Published by: Jossey-Bass June 13, 2008
Written in: English
ISBN 10 Number: 0470278765
ISBN 13 Number: 978-0470278765
Book Dimensions:
8.4 x 5.7 x 0.7 inches
Weighs: 9.6 ounces
Product Description
In Transparency, the authors–a powerhouse trio in the field of leadership–look at what conspires against "a culture of candor" in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness. They explore the lightning-rod concept of "transparency"–which has fast become the buzzword not only in business and corporate settings but in government and the social sector as well. Together Bennis, Goleman, and O'Toole explore why the containment of truth is the dearest held value of far too many organizations and suggest practical ways that organizations, their leaders, their members, and their boards can achieve openness. After years of dedicating themselves to research and theory, at first separately, and now jointly, these three leadership giants reveal the multifaceted importance of candor and show what promotes transparency and what hinders it. They describe how leaders often stymie the flow of information and the structural impediments that keep information from getting where it requirements to go. This vital resource is written for any organization–business, government, and nonprofit–that must achieve a culture of candor, truth, and transparency.
From the Inside Flap
Transparency
In a time when the reputation of an organization or a leader can be shattered by the click of a mouse, transparency is often a matter of survival in a world of global competition. But as stakeholders in different organizations increasingly clamor for transparency, what are they truly asking for? What is the promise of transparency? What are its very real risks? And why is it essential that leaders understand it? In this book, distinguished authors Warren Bennis, Daniel Goleman, and James O'Toole explore what it means to be a transparent leader, create a transparent organization, and live in an ever more transparent world culture.
In three interconnected essays, they examine transparency from three different vantage points-within and between organizations, in terms of personal responsibility, and finally, in the context of the new digital reality-all with an emphasis on how these relate to leaders and leadership. The first essay explores an urgent dilemma for every contemporary leader: how to create a culture of candor. The second essay-with the provocative title "Speaking Truth to Power"-discusses a prerequisite for transparency and a responsibility we too often fail to fulfill. The final essay explores how digital technology is making the entire world more transparent.
Combining theory and experience, this book offers both a long view of transparency and a wealth of practical advice. The ideas in each chapter will make anyone both a better follower and a better leader.
Reader Reviews
This book takes on the difficult task of explaining the links between the reality- truth of a situation, cohesiveness of a group to accept truth, the abilities of leadership to embrace candor, and the perceptions of followers to create a culture of trust. A well researched book and a good read for indicating how the culture of being open in a group must be created and maintained. After all, trust and truth are the building tools in any relationship. To that aim, the writers attempt to explain how in a mini-second that a conflict of differing views arises either from within or outside the leader-follower structure, must be dealt with promptly. It outlines as a test of leadership why and how certain strategies and tools should be considered. Lying, denying to confessing are some options leaders have used in the past. But how should one as a leader deal with the unvarnished truth is the question? Above all, the emotional feeling of trust must be maintained or the leader-follower relationship is damaged. This book gives examples how leaders (in business, and in government) need to create a culture of candor amongst their followers. The old saw that good and honest managers are the last to know when there is a serious problem, is regrettably too accurate. Yet, the bad managers or deniers of the truth are the first to know as they often created the problem. When humans make an error, the key personal questions of ethics and integrity facing all members in a group are... should they tell others about it or cover it up? Why should they?... as generally there are no emotional or financial guerdons in telling the truth. Unfortunately most culture in organizations allow the creators of a problem either to deny it existence or to downplay its importance. Few humans have the abilities or courage to openly admit to making errors and that is the rub. Thus, an organization must design such fail safe system. In the final analyis, this book is about leadership and controlling one's emotions within a group. Foremost,as a preventer to open and trusting group collaboration,it is the negative emotional reactions of leaders when they encounter criticism. First, most leaders' egoes do not allow them to easily embrace an unflattering truth or admit to an error in judgement. Also many view candor as expression of the disloyal. Strange as research indicates that followers of fallen leaders will trust them again if the leader admits freely that there was an error in judgement. One of the behaviors that create intergroup conflicts is how leaders often indicate by words and action over time that loyalty at any price is better than a grain of truth. Second, in most cases,there is an emotional tendency for leaders to view messengers carrying such truth as foes and to negatively over-react when hearing any bad news. Thereby creating interpersonal conflict of either rage, fear, anger, delusion, expressed in an emotional list of reactions (Is he/she one of us or one of them? What is he trying to say now? Can't they keep their mouth shut?)- followed by a destructive behavior of concealment. These are uniquely human traits that leaders must learn to control I discovered in my years doing applied management research as a consultant and teaching leadership as a professor of organizational psychology. This book attempts to deal with those human traits and is highly recommended, just for that reason alone.Dr. Errol D. Alexander
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Transparency: How Leaders Create a Culture of Candor (J-B Warren Bennis Series)
Available from Amazon
Price: $15.61
Updated on 10-15-2008.
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