Leadership Without Easy Answers
by Ronald Heifetz
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Book Summary Information
Author: Ronald HeifetzEdition: Hardcover
Audio: English (Unknown); English (Original Language); English (Published)
Published: 1998-07-22
ISBN: 0674518586
Number of pages: 348
Publisher: Harvard University Press
Book Reviews of Leadership Without Easy Answers
Book Review: Classic leadership text
Summary: 5 Stars
Heifetz' definition of leadership revolves around the concept of influence rather than subordination or coercion. Using contrast to sharpen his own definition of leadership, he wrote that there is an important difference between imagining that a leader influences a community to follow her vision and influencing a community to face its problems.
In the first instance, influence is the mark of leadership; a leader gets people to accept his vision, and communities address problems by looking to him. If something goes wrong, the fault lies with the leader. In the second, progress on problems is the measure of leadership; leaders mobilize people to face problems, and communities make progress because leaders challenge and help them do so. If something goes wrong, the fault lies with both leaders and the community (pp. 14-15.
It is the second description that Heifetz defined as leadership, which is simply put as "mobilizing people to tackle tough problems" (p. 15). Heifetz was less willing than Peck (1977/2002) to say that the task of leadership is spiritual growth of self and others. Rather, he put the problem into a depth psychology perspective with practical organizational implications, and he used "four criteria to develop a definition of leadership that takes values into account":
"First, the definition must sufficiently resemble current cultural assumptions so that, when feasible, one's normal understanding of what it means to lead will apply. Second, the definition should be practical, so that practitioners can make use of it. Third, it should point toward socially useful activities. Finally, the concept should offer a broad definition of social usefulness"(p. 19).
By inserting values, Heifetz argued, he created a "prescriptive concept of leadership" (p. 19) rather than a descriptive or proscriptive one. Using his four criteria, Heifetz was able to state that Hitler, for example, was not a leader because he "exercised leadership no more than a charlatan practices medicine when providing fake remedies" (p. 24).
Later in his book, he defined the task of addressing "tough problems" in the clearest terms:
"Leadership, as used here, means engaging people to make progress on the adaptive problems they face. Because making progress on adaptive problems requires learning, the task of leadership consists of choreographing and directing learning processes in an organization or community. Progress often demands new ideas and innovation. As well, it often demands changes in people's attitudes and behaviors. Adaptive work consists of the process of discovering and making those changes. Leadership, with or without authority, requires an educative strategy" (p. 187).
Heifetz identified the principal limitation of his book when he wrote that his book was concerned with the "short-run task of making progress on an adaptive challenge" and not about the "long-term task of leadership--developing adaptive capacity" (p. 129). This is a fruitful area to explore for scholars of servant-leadership because a major focus of Greenleaf's was precisely the development of this adaptive capacity.
Heifetz also provided leaders with a "seven practical suggestions for bearing the responsibility that comes with leadership without losing one's effectiveness or collapsing under the strain. These included "getting on the balcony"; separating yourself from your role; externalizing conflict; utilizing partnerships; listening; "find a sanctuary"; and keeping your purpose clear (p. 252). Leaders under stress would do well to remember to read through these pages, which essentially offer some tips about resilience.
The following includes several key concepts through direct quotation.
* The concept of adaptation arises from efforts to understand biological evolution. Applied to the change of cultures and societies, the concept becomes a useful; if inexact, metaphor. Species change as the genetic program changes; cultures change by learning. Evolution is a matter of chance--a fortuitous fit between random variation and new environmental pressures' societies by contrast, can respond to new pressures with deliberation and planning. Evolution has no "purpose"--survival is our only measure of its success; societies generate purposes beyond survival. (pp. 30-31)
* The mix of values in a society provides multiple vantage points from which to view reality. Conflict and heterogeneity are resources for social learning. . . . Leadership will not consist of answers or assured visions but of taking action to clarify values. (p. 35)
* I define authority as conferred power to perform a service. This definition will be useful to the practitioner of leadership as reminder of two facts: First, authority is given and can be taken away. Second, authority is conferred as part of an exchange. (p. 57)
* A holding environment consists of any relationship in which one party has the power to hold the attention of another party and facilitate adaptive work. [italics original] (pp. 104-105)
* Attention is the currency of leadership. (p. 113)
* The pitfall of charisma, however, is unresolved dependency. (p. 247)
Summary of Leadership Without Easy Answers
The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don't deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader's inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it.
Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority--activists as well as presidents, managers as well as workers on the front line.
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