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Rating: 
Summary: Disjointed Heavy Academic Ramblings
Review: A disappointing package of disjointed material and a lot of recycling of standard leadership theory. The old theories are repackaged in heavy academic jargon to make it seem that something new is being offered. I am sorry to report that I gained very little from the enormous effort that was involved in reading this book. It was disappointed that so many well-known academics and experts in the field allowed the publication of such disjointed ramblings under one cover. If you are having difficulty getting to sleep at night this book is for you.
Rating:
Summary: A boring book
Review: After reading numerous leadership books, and as an MBA student I was greatly disappointed by this book. The book was very dry. The leadership concepts that the authors wrote about were conventional concepts that I had known about for many years. It is a shame that so many intellectual minds cannot write a better book. The book is a hard read and the reader will most likely fall sleep before finishing the first chapter.
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Summary: Thirteen Assumptions of Advanced Change Theory
Review: This book is a remarkable guide from 20 remarkable thought leaders for leaders of the new century. Jay A.Conger, Gretchen M.Spreitzer, and Edward E.Lawler III divide this invaluable volume into four parts. As written by them, Part Three-Chapter Seven, by Robert E.Quinn and Nancy T.Snyder, introduces Advanced Change Theory (ACT), arguing that the leaders must change him- or herself first to ensure that his or her deed and actions are consistent with the vision of the future before expecting others to change. In this context, R.E.Quinn and N.T.Snyder identify thirteen assumptions/principles of ACT as following: 1. Assumptions of relationship: alignment with changing reality requires relationships of inclusion, openness, and emergent community. 2. Assumptions of purpose: to establish an emergent community, a change agent must put the pursuit of the common good ahead of self interest. 3. Assumptions of resistance: to maintain alignment with changing reality and with the common good, a change agent focuses on internal sources of resistance, continually seeking to reduce self-deception and personal hypocrisy. 4. Assumptions of influence: in influencing others, the change agent first models the courage and discipline of self modification, the resulting integrity then serves to influence others by attracting them into a relationship, or community, of mutual support and exploration. 5. Assumptions of empowerment: by transcending self-deception and personal hypocrisy, the change agent empowers and frees the self from the controlling sanctions within the existing social system. 6. Assumptions of enlightenment: in freeing self from external sanctions through personal modification, the change agent obtains increased understanding, enlightenment, or vision about direction and strategy. 7. Assumptions of volition: the change agent's increased understanding and personal empowerment result in increased reverence for the potential and the volition of the change target. 8. Assumptions of motivation: given the high respect for the volition of the change target, the change agent seeks to inspire growth by attracting the change target to engage in noble tasks of service for the higher good of the community. 9. Assumptions of causality: the change agent recognizes the change target's need for relationship and assumes that change happens as a nonlinear process of mutuality and cocreation that further requires continued integrity and increasing trust. 10. Asumptions of strategic vision: the change agent's efforts in self-modification and empowerment result in increased cognitive complexity and the ability to see larger governing rules or seemingly paradoxical relationships. 11. Assumptions of behavior: freed from the influence of the existing sanction system, and holding a more complex or paradoxical world view, the change agent engages in unconventional behaviors that distort routines, capture attention, and move the system toward the edge of chaos. 12. Assumptions of determination: the change agent assumes that altered internal states determine altered external states. 13. Assumptions of action: the change agent is a self-authorizing person with a bias for action and enactment under uncertainty. Throughout the presentation of ACT, each of these assumptions is illustrated by a quote from three transformational change agents: Jesus Christ, Mohandas K. Gandhi, and Martin Luther King Jr. Then, Quinn and Snyder explore the applicability of ACT in an account of a cultural change effort at Whirlpool under the leadership of its CEO David Whitwam. Highly recommended.
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