On Becoming a Leader

Dear Warren,

Sorry, I could only muster one star because there was no half star available. Needless to say I was severely disappointed in your book. It is less about leadership than it is a manifesto on liberal elitist thinking. At least you expose yourself up front with your blatant left-leaning political bias and adoration of Norman Lear. Seriously? Norman Lear a great leader because he was successful at selling junk TV sitcoms to the masses? But I suppose that falls in line with the many "leadership" quotes from celebrities and artists; typical.

You did try to come off as objective by gently chastising Jimmy Carter while heavily bashing Reagan and Bush. But I honestly had to laugh when you immediately put Carter back on the pedestal of "great leaders" for the meddling he did post presidency. And of course, I expected you to take the obligatory left-wing pot shot at the U.S. Marines. Nevermind that anyone can learn more about becoming a leader from a Marine leadership manual than they can by reading your rhetoric.

And speaking of rhetoric...Warren, you really have to lay off the 2008 Obama campaign kool-aid. It's more than 2 years old man! the shelf life has expired a long time ago. You tried hard but you're epilogue cannot make spoiled milk fresh again. How about some reality? It's obvious that you are in the tank for Obama and obsessed with Lear; that alone puts a serious dent in your credibility on leadership. I expected more...a lot more.

That said, this is a great read for those interested in the liberal mindset. They'll get the predictable doctrine: Political rhetoric, a dash of socialism, bashing family values, academic elitism, subtle praise for communism, support for the unproven "green" industry, feminism, a dash of white male guilt trip, Norman Lear adoration and a steaming boat load of excuse-making for Obama.

Frankly, I think the next edition should be titled, "On Becoming A Liberal" because there's hardly anything in it that has to do with leadership. Otherwise don't waste your time.

Sincerely,

A reader who expected more :-(

So many books have been written about leadership that it is natural to feel bewildered.Some books have long staying power, and have influenced the thought and literature on leadership in a big way .Two such books are The Art of Leadership by Max De Pree and On Becoming a Leader by Warren Bennis.While I found both the books outstanding I felt that it would be worth my time and would add to my understanding if I compare the two books .It was a difficult but very interesting and fruitful exercise , and here I intend to share the results.I wanted to compare the two books because I wanted to see what common things they say about leadership and which book says it more eloquently , clearly and precisely .
The first thing that struck me was the difference in the background of two authors .While Max De Pree is a practicing businessman and a writer , Warren Bennis is essentially a teacher , researcher and a prolific writer.Max De Pree in 1980 became the CEO of a company founded in 1923 called Herman Miller Inc., manufacturing office furniture.He served in that capacity till 1987, and was a member of Board of Directors till 1995.Leadership is an Art , was first published in 1987 by Michigan State University Press.It was published as a currency book by Doubleday in 1989.Warren Bennis is a Distinguished Professor of Business Administration at the University of South California.He also served as Chairman of the Advisory Board of the Centre for Public leadership at Harvard University's John F. Kennedy School of Government .He has written or edited 30 books , which have been translated into 21 languages.On Becoming a Leader was first published in 1989, two years after Leadership is an Art was published.
Both the books have had a staying power and are being read even today by those who are interested in Leadership.Bennis has profiled close to 30 leaders in his book , has included extensive quotes, stories and anecdotes while Max De Pree has quoted very few leaders and writers.I found that Warren Bennis has quoted twice in On Becoming a Leader from Leadership is an Art by Max De Pree.To my mind , these are the best two passages in Leadership is an Art .Warren Bennis first quotes Max De Pree (On becoming Leader;August 2003 edition;Indian reprint by Magna Publishers;Page162):"The best people working for organizations are like volunteers.Since they could probably find good jobs in any number of groups, they choose to work somewhere for reasons less tangible than salary or position.Volunteers donot need contracts , they need covenants . . Covenantal relationships induce freedom , not paralysis.A covenantal relationship rests on shared commitment to ideas, to issues, to values , to goals, and to management process.Words such as love ,warmth, personal chemistry, are certainly pertinent.Covenantal relationships . . . . fill deep needs and they enable work to have meaning and to be fulfilling" .Bennis calls these relationships as "leading through voice"
At another place (On becoming Leader;August 2003 edition;Indian reprint by Magna Publishers;Page192)Warren Bennis quotes Max De Pree in "Leadership is an Art" as follows;"The first responsibility of a leader is to define reality.The last is to say thank you .In between , the leader is a servant".In his own words , Warren Bennis says that leaders manage the dream.
While Warren Bennis tells us a lot of stories , anecdotes and quotes , and some of these are illuminating, he is fuzzy and cluttered at times .Max De Pree , on the other hand is more focused and gives some very important and practical insights.
I find his following insights worth emulating :
1.Covenanted relationships, giving space, and communication
2.Completeness and personal philosophy.
3.Performance Review
4.Diversity.
5Service to community
6.Mentoring.
1.Covenanted relationships, giving space, and communication
A very impressive and insightful concept has been given by Max de Pree about relationships .in this , he scores over warren bennis .This is about the concept of covenanted relationships.Max De Pree says that broadly , there are two types of relationships in any organization .These are mainly contractual relationships , which are generally found in most of organizations.Contractual relationships tend to be legal and are based on reciprocity.A legal contract almost always breaks down under the pressure of conflict or change.It does not motivate us to reach our potential and fails to take advantage of the full range of human possibilities.Contractual relationships , therefore , create an atmosphere of spiritual mediocrity.In a way , it paralyzes men's noblest impulses.
The best people working in an organization are like volunteers. Since they could find job in any number of organizations ,they choose to work for reasons less tangible than salary or position .Such volunteers need something more than contracts .They need covenants.Both contractual and covenantal relationships are commitments .But covenantal relationships enable work to have meaning to fill deep needs and to be fulfilling.They make possible relationships that can manage conflict and change.A covenantal relationship rests on shared commitment to ideas, to issues , to values, to goals and to decision making processes Words such as love , warmth, personal chemistry are certainly pertinent.Covenantal relationships are open to influence.Covenantal relationships reflect unity , grace and poise.They are an expression of the sacred nature of relationship.
True covenants are , however , risky because they require us to be abandoned to the talents and skills of others and therefore to be vulnerable.The same risks as one has when falling in love.In this way , covenantal relationships tolerate risks and forgive errors.Participative decision making based on covenantal relationships is the best decision making process.we should seek to develop covenantal relationships as we seek to serve.in such a situation , organization becomes a group of people working intimately with a covenantal relationship.
Giving Space:
Leaders give others the gift of space, space in both the personal and the corporate sense, space to be what one can be.
Communication:
leaders need to have good communication .Good communication is one which forces you to think .Dishonest and careless communication tells us as much about the people involved as it does about anything else.Communication is an ethical question .Good communication means a respect for individuals.
2.Completeness and personal philosophy:
We often mistake a part for the whole .Incomplete ideas are viewed as complete.Relationships are considered well formed when they are insufficiently formed.Values are taken for final statements when in fact , they are only beginnings.This gives a twisted view of the whole picture.A leader always works for completeness and elegance., trying to be his or her best.Contracts are only a small part of relationships .A complete relationship needs a covenant.
3.Performance Review:
A leader should think through his assumptions about human nature and have a well developed system of beliefs and philosophy and a well developed system of measurement of performance.
Every leader must review the performance of the people he or she leads.Max gives us a list of questions or requests that he sends to each senior manager , much before the performance review.It is important to see some of the requests:
1.Brief self assessment against annual plan indicating the most important achievement.
2.Personal management philosophy and personal plan for continuing education and development for the coming year.
3.Ways to approach personal accountability for the future of the corporation and our joint accountability for your future career.
4.Your thoughts on team building at senior level.
5.Your thoughts on our competition and our possible response to it.
6.Your role in the transmission of corporate culture.
7.Plan to devote more time on strategy , values, participation , continuity and team building.
8.Five key projects /goals of the organization and how Top leader can help or support.
9.What are the three signals of entropy or impending deterioration you see at the organization?
10.Who are your three high potential persons and what will you do in the coming year to develop them?
11.What are the three significant areas in the company where you feel you can make a contribution but can not get a hearing?
12.If you were at the Top , which one key area would you focus on?
Max De Pree gives us a unique system of performance review of the people as well as the processes.
Leadership does not seek to control but to liberate people.
4.Diversity:
Max De Pree says that leaders understand the diversity of people's gifts , talents and skills.People bring to the organization a great variety of gifts.The art of leadership lies in polishing , liberating and enabling those gifts.On diversity , Max De Pree says:"A Whale is as unique as a Cactus.But don't ask a Whale to survive Death valley.We all have special gifts.Where we use them and how , determines whether we actually complete something ."
5.Service to community:
Leadership , according to Max De Pree , lies in serving .It is a concept of owing certain things to the organization.It is a way of thinking about stewardship as contrasted with ownership.Max De Pree quotes Robert Greenleaf's book Servant Leadership:,"Love is an undefinable term, and its manifestations are both subtle and infinite."It has only one "absolute condition:unlimited liability!As son as one's liability for another is qualified to any degree, love is diminished by that much."(Servant leadership,New York:Paulist Press,1977,p.38).
6.Mentoring:
Max De Pree has emphasized the importance of mentoring .He says that mentoring is one of the chief duties of any leader.Being a mentor is both challenging and rewarding.A good mentor is required to take the time to learn a good deal about his or her mentorees' worlds.True leader enables his or her followers to realize their full potential.
Against these eight major points that Max De Pree brings on table, the most important points that Warren Bennis drives home are:
1.Self Mastery, completeness and personal philosophy.
2.Getting People on Your Side;Covenanted relationships.(Courtesy :Max De Pree)
1.Self Mastery, Completeness and Personal philosophy:
Bennis says that leaders must have self knowledge and clear personal goals.His list of leadership qualities is long and fuzzy."Free expression is the essence of leadership".Becoming a leader is a spiritual journey and involves self mastery.Bennis says:"So the point is not to become a leader.The point is to become yourself, to use yourself completely-all your skills,gifts, and energies-in order to make your vision manifest.You must withhold nothing.You must , in sum , become the person you started out to be, and enjoy the process of becoming. . . .So strike hard, try everything, do everything, render everything, and become the person you are capable of being".Bennis quotes Jim Burke:"Also , I've always felt that society lacks philosophers.We ought to have people who dedicate their lives just to thinking.We have plenty of economists, and we have all the sciences covered, but only a handful of thinkers.So may be that makes me reflective .But I also think of myself as an activist ."
Warren Bennis does not say much about Performance Review ,Service to community,and Mentoring others.
In terms of practically useful insights , I rate Leadership is an Art much higher than On Becoming a Leader .Among other things , it succeeds in telling us the importance of having covenanted relationships , personal philosophy and performance review system ,for a leader to be effective However , the chief attraction of On Becoming a Leader is that it draws our attention to the magical , multidimensional and fascinating world of leadership, and inspires us to read further , never stop learning and being an activist at the same time .

I read this book as a recommendation from a former boss whose best leadership skill was the ability to intimidate the hell out of all his employees. The intensity of his icy stare made an underling feel like he could see through your soul and to all the souls of your families prior generations.

He was absolutely terrifying, but he was also fair, and intensely interested in developing talent.

I would never in a million years work for him again, as this particular business was not my real vocation, but the kindness and insight that my former boss showed by recommending this book to a very small fish (me) in a huge organization as a good book to read on a long plane ride to Japan was especially spot on. As well as this book. On Becoming a Leader is an excellent treatise on the definition and practical theory of basic leadership, easy to read, and inspirational beyond the normal drivel spouting to be the ultimate on the subject of leadership. This book IS THE book for the budding leader, of a small business, large corporation, or a family.

I highly recommend it.

OK. So the author has enumerated a list of traits that, according to him, identifies a leader. You hear the usual points like passion, integrity, self-control, self-awareness and so on. All this, though, appears a bit bookish and armchair leadership to me, but that's how most leadership books are, I suppose. My problem with this book is this: the author has provided examples, from American politics, of people whom he consider to be leaders and those who are not. That analysis appears to be a bit too ... well, I don't know. The following is an example: According to the author, Truman was a great leader and Johnson wasn't. Well, If Los Alamos hadn't happened, then Mr Bennis might have had a different opinion of Truman. Johnson didn't start the Vietnam war; he got stuck in that quagmire and that destroyed him. Had it not been for Vietnam, which happened to be an albatross around his neck, he might have pulled off his Great Society; and let's not forget his role in ending segregation. I'm simply using this as an example. I believe Truman was a good leader, but the author's analysis appears to be a bit too academic. Circumstance plays a big role in how you eventually end up even though your leadership qualities haven't changed a bit. Now you might say that great leaders modify the circumstance and so on. Sure, they do, but there are many circumstances that even the greatest of them can't do a thing about. Regarding people skills: Steve Jobs' people skills is said to be utterly questionable, but look where he is at today. Ed had to go, but Steve shines like a mid-day sun. So leaders aren't only the ones against whom we can run the author's checklist, but seem to come in all forms. A few years ago I had bought a couple of books on leadership and this is one of them. I think I bought this one because on the cover it said that Al Gore recommended to all his White House staff. These days, instead of a Kotter, Bennis or an Rosabeth Moss Kanter, I'd rather pick up a Kundera or a Dante.

Another thing is that, in the latest edition, the author has almost come close to declaring Obama as a great leader even before he has started. Reminds me of the Nobel peace prize committee. He might well be a great leader, and I earnestly hope he is, because I like his personality, and he comes across as very intelligent. However, a book on leadership need to show a bit more rigor, and carry out its recommendation based on actual performance/results and not on oratorial skills and such.

In the mid-1980s, Warren Bennis wrote this classic model for modern leadership based on personal growth, self-expression, learning and integrity, drawing from interviews with dozens of leaders. Most importantly, he found, leaders do not seek to lead. Instead, they seek to express themselves fully. They embrace risks and mistakes, learning from adversity. They reflect on all of their experiences. With these skills, they inspire others to follow them. They turn organizations into communities which find each member's highest potential. Bennis falls into the one mistake he accuses American managers of making: he takes a poll (of successful leaders) and then gets caught in short-term thinking to address its results. As a result, this pessimistic analysis of American business is dated today. In the 21st century's light, some of his examples - i.e. the late Robert Maxwell and Apple Computer's John Sculley - seem quite dubious. However, we from getAbstract appreciate Bennis' basic, inspiring philosophy of leadership and so will you. Read this if you want to lead - and be good at it.

Warreen Bennis shows how holding the status quo in management and leadership will provide a void in inspirational leadership in the 21st Century. He correctly writes about how management can get the best out of people by empowering them, by giving them input into things that affect them and by getting out of their way.
The author correctly identifies so called leaders who have attained top positons but lack integrity, knowledge of human development, what motivates people and compassion. He calls them "destructive achievers" and pronounces them dangerous.
Bennis has obviously devoted many years of his life to discovering what good leadership is and what it isn't. He notes that "Everyone deplores the alleged lack of leadership in America today" and further states that, "Greed, timidity and lack of vision are rampant among the current crop of psuedoleaders." He is correct in arguing that "Our culture is currrently dominated and shaped by business." He asks us to consider that "those who are skilled at achieveing prominence are not necessarily those who are ready to lead once they arrive."
If we consider all of the violence in America, lack of health care, the working poor, starving children and homeless people how can we deny Bennis when he states that, "Our quality of life depends on the quality of our leaders?" Should not a government, with all of its "leaders" be judged on how well people at the bottom are doing instead of people at the top?
Anyone reading this well written book will understand that American leadership is lacking and that we must develop better leaders if we are to increase our performance throughout the world.
Dr. Norman Jones-author of Performance Management in the 21st Century:Solutions for Business, Education and Family (St. Lucie Press-1999)

The book On Becoming a Leader by Warren Bennis was originally published in 1989, however over the years it was credited with being one of the best books on the topic of leadership, so the author has added a new introduction in an attempt to make the book just as valuable in 2005's world as it did in the world of the late 1980's.

The New Introduction does help make the reader have a feeling that the book is current but after only a few chapters and a review of the front cover of the book it is easily noticeable which other parts of the book are almost fifteen to twenty years out of date. For instance the front cover highlights that the book is "Recommended by Vice President Al Gore to All His Advisers", yet in the New Introduction Bennis goes on the chastise President Clinton over his lack of the third leg of the tripod of legacy, integrity.

The book also goes on to question the presidency of George H.W. Bush, when most American's are not only aware of his presidency, but are living in his son, George W. Bush's, presidency.

Despite the elementary contradictions offered by Bennis it is important to note the many benefits of the book that outweigh the trivial timeframe aspects. This book is filled with many important suggestions to the reader on how to become a leader. The most important of which is recognizing that neither any textbook nor any author can ever teach anyone to be the "perfect" leader. W. Bennis begins the book by highlighting the importance of the presence of leaders in an attempt to show the reader that it is needed for them to take the initiative and develop themselves into a leader. This is done by stating the fact that every organization is in need of a leader that can show integrity to the other members of the organization and that good leaders are needed to take those organizations to a future of success and greatness.

The second theme found in On Becoming a Leader and that reappears constantly throughout the book is that only the reader can determine what is it that makes them happy and it is up to the reader to leave all of the excuses behind that are preventing the reader from accomplishing his goals. The important distinction between being "driven" and leading appear in at least three different chapters of the book. Bennis defines being "driven" as a desire to accomplish something individually while he defines leading as the ability to express yourself freely to the point that whatever it is you want to achieve you can share that with those that are under you to convince them that they want to follow you, rather than sit back and watch your "drive" accomplish everything. It is important for leaders to know that without Constancy, Congruity, Reliability, and Integrity they will not have any genuine followers and that only those individuals that are paid to follow you will follow you for the only reason of achieving that paycheck.

The third and final theme found in the book is one of Reaction and Reflection. A leader must determine what it is they want to achieve, determine a path to that goal and constantly re-evaluate their actions to achieve that goal. The more frequently someone thinks about their actions and contemplates how those actions help or hinder them on the path to their goal the better leader they will become. A leader sees the world how it is and sees it how they think it should be at the same time. This "Double-vision" brings the important changes the leader thinks need to be made to make it easier for him and his organization to reach their goal.

Becoming a leader by simply reading a book or listening to a speaker's workshop is impossible. However, every reader of On Becoming a Leader by Warren Bennis learns that is it up to the reader to work for his/her goals, the sooner they can determine what they want to achieve and the longer they work to revise/adjust how they are working towards that goal the better leader they will become. Understanding that leadership is more of a social science, than a physical science helps the reader accept the contradictions of the book and thus they become more willing to listen to the instructions of the author.

Bennis hits the nail squarely on the head. Leaders have vision and step out front. While managers "do things right" true leaders DO THE RIGHT THING. Regardless of the consequences. They have the courage of their convictions.

He says leaders are "shamelessly enthusiastic about their calling... willing to take chances, play the fool." These are the people who are so "obviously on they give us a lift just by walking into the room." Leaders are warriors who take everything as a challenge.

Leaders see a need, get people to do something about it. Why? They believe they are responsible. Leaders are self-directed, fully manifesting who they really are. They are turned on!

Bennis shows us HOW leaders develop themselves. How they establish their own "university," their own learning path. He lists the characteristics common to all those who learn to step out of the pack and forge ahead. Great insights!

My pages of On Becoming A Leader are well-marked and dog-earred. This book is a real gem. It'll get you inside a leader's heart, mind and soul.

Get this book. Devour it. And lead the way for others.

Take heart: the canvas of leadership is painted with many colors. And for most of the time spent reading this book, you will feel like its purpose is to introduce you to every one. The result: a kaleidoscope of perspectives, approaches, and experiences on leadership that, if visually cast, could be done no better than Jackson Pollock himself, even if at times it is cast in a social justice-minded hue. An impressive array of knowledge, I found its diversity, though pleasing, combined with its apparent lack of structure to be its primary challenge.

Indeed, so many points of view stacked atop and abutting each other will leave you longing for a little less Pollock and a little more paint-by-number. Compounding this lack of literary discipline is a tenuous connection to the modern day. Almost all of those picked to pitch the various paints are relatively obscure leaders from the 1980s. Of them, I recognized only a few by name, leaving the book with a significant date stamp. Admittedly, I read an earlier version, but a review of the table of contents suggests that much remains the same.

Nonetheless, though tethered to a distant decade and at times a confusing jumble of individual excerpts, I found Bennis' book to be encouraging. Not for the coherent path to leadership its title will lead you to expect, but for the vibrant picture of leadership it presents. Getting there remains a little fuzzy, but from the perspectives recounted within, it is clear that whichever of the many paths you choose, it must be a deliberate one.

Having been on the teaching circuit for 25 years--focusing on leadership, ethics, strategic thinking and heroism, I have often recommended the fine works of Warren Bennis. This one is probably his best. Jeff Foley and i just published the 4th edition of Rules and Tools for Leaders and put On Becoming a Leader in our list of recommended books. Very readable.

On Becoming a Leader is a well-organized and thought out book on leadership. Since it is the only leadership book I've read, it is hard for me to compare it to anything else, but I can see why they consider it a "standard". The book pointed out many "truths of life" that I agreed with but never put in words before, like "most of us are shaped more by negative experiences than by positive ones" from page 108. The author suggests doing something positive to start each morning in order to deflect the impact of our negative experiences. Definitely something I"ll put to use. Bennis uses examples of real people to make give his point impact. This and other writing techniques add to his easy style of writing, making this novel a breeze to read. I wish the book had more ways the reader could practice the skills he or she was reading about. In the end, I would recommend this book to anyone who needed to lead something or just be a more influential and listened to person in general.

In my book, The Three Pillars of Sustainable Profit & Growth The Three Pillars of Sustainable Profit and Growth, I state that the best all-encompassing definition of leadership that I ever came across was from the book Leaders by Warren Bennis and Burt Nanus: "The leaders have a positive self-regard called `emotional wisdom.' This is characterized by an ability to accept people as they are; a capacity to approach things only in terms of the present; an ability to treat everyone, even close contacts, with courteous attention; an ability to trust others even when this seems risky; and an ability to do without constant approval and recognition."

He follows-through with, and expands on this philosophy in On Becoming a Leader. Some of his concepts that I found most significant are:

Core Leadership Ingredients: A guiding vision; passion; integrity; trust, curiosity and daring.

The difference between "Leaders" and "Managers." He listed 12, and I found three particularly meaningful:

The manager asks how and when; the leader what and why

The manager focuses on systems and structure; the leader focuses on people

The manager relies on control; the leader inspires trust

On adapting to changing market realities: "Unless the leader continues to evolve, to adapt and adjust to external change, the organization will sooner or later stall."

As I stress in my book, the key to employee productivity and loyalty is consistency and trust - hard to achieve, and once lost takes a long time to reestablish. I agree completely with Bennis on the four ingredients leaders must have in order to generate and sustain trust: Constancy, Congruity, Reliability, and Integrity.

There is some good information in this book. I could do without the political shots. It made it difficult to read the book because they just kept coming. I would not recommend this book when there are so many other great book concerning this topic out there.

I recommend this book solely on the merits of its influence. For decades, it has served as a core reference to the study of leadership. Staying power earns the book a place on my personal bibliography, but not an endorsement of its philosphy. Reading it has helped me appreciate many modern schools of thought on leadership, and for that purpose I found it beneficial.
There are gems of insight that punctuate the text, and occur most often when Mr. Bennis remains focused on the principles of leadership. Unfortunately, these gems are separated by lengthy discourse about the author's personal heroes--a collection of personalities sharing both ties with the Hollywood and the political left. With a mere tip of the hat to the issue of character, the author gushes an embarrassing level of flattery toward those who simply "broke the mold". This is most obvious in his discussions of Norman Lear, whom he praises for pushing the envelope of society morays and introducing taboo subject matter to television. The author's fascination with Lear seems due solely to his reputation as a moral renegade, with no ties to any other aspects of leadership. Mr. Bennis seems to recognize that his philosphy exalts strong leaders, but not necessarily good ones. There are halting caveats thrown in with references to Hitler et al, a weak denouncement of his destination from an author unwilling to abandon the road that got him there.
These oddly-fit vignettes serve to undermine the credibility of what I believe are generally pretty good philosophical observations. I found the discussion of self reflection particularly helpful and applicable, for example. If the book contained only these nuggets worth reading, it could easily fit in a tenth of the pages.
My advice: Read the book for context, and mine it for gems. Don't check your moral compass or sound reasoning at the door--Mr. Bennis will not provide those for you.

I picked up Bennis' classic for my management/leadership library several months ago and I've already read it, highlighted it, and written notes in it twice!
Bennis' research and interviews with several leaders he selected from various industries provides some very insightful advice to leaders of all levels. The direction from this book will not steer you wrong. The information presented seems common sense, but when all told, if the direction given were followed, we'd have better leaders in place than we do now.
I can truthfully say that this book has inspired me to be a better leader. If you have some guts, take a chance and pick this book up and evaluate yourself. If you don't gain some insight into yourself as a leader, you're probably missing the boat somewhere along the line.
The book is easy to read, and you'll finish it rather quickly the first time through. Do yourself a favor though, pause and reflect after each chapter. The information provided compells you to do some reflecting.
This book will remain on my top 10 reading list for some time to come!

In my book and audio book, Managing Thought: How Do Your Thoughts Rule Your World?, I mention that my teachings represent thousands of years of wisdom from many roads -- business, psychology, neurology, biology, chemistry, physics, metaphysics, and spiritual teachings. On Becoming a Leader by Warren Bennis is a timeless book was of particular influence to me early in my business career. Bennis discusses how leadership requires self-awareness, self-control, clear personal goals, curiosity, and faith in an "inner voice."

Like most business books you really only need to read an outline or a list of the maxims to get the point.

Especially the beginning where the author tediously paints a bleak picture of the moral state of the U.S. ostensibly to convince the reader of the leadership vacuum of the current time.

Also, the author simplistically proclaims certain historical figures leaders and other not. For example, he calls JFK a leader, and Clinton not. The difference being Clinton's moral failings. This seems to ignore JFK's record of philandering and opioid dependence.

Using phrases like "new economy" makes the book sounded dated at times.

That aside, I think there are some gems for the patient reader or those who can skim effectively.

Bennis discusses the importance of reflection as a tool for excellent leadership throughout his book On becoming a leader: The leadership classic (2003). I was particularly interested in his insight on reflection because it seems that few leaders have time to luxuriate in quiet time for reflection. After reading this book I see the importance of taking time to listen to one's inner voice. Bennis states that the most important lesson of leadership is learning to trust the inner voice (p. 28). He also states that reflection is one of the four lessons of self-knowledge (p. 50). To explain what reflection means to him, Bennis tells his readers to "think of reflection and perspective as two horns, with synthesis balanced between them. (p. 129)."

One benefit of reflection is that leaders become more self-aware and begin to separate who they are and where they want to go from where others want them to go (p. 48). This is important because in our roles as administrators we are expected to step in and fill certain responsibilities that have been filled by leaders before us. The faculty has certain ideas about how we should act and think. It would make administrator's lives easier at times if we allowed ourselves to morph into the mold that is set for us rather than blazing a new path. Bennis, however, explains that excellent leaders must be willing to take the path less traveled in order to effect positive change.

When reading this book I was concerned about methods of reflection. I was apprehensive and thought I would need to seek guidance on thoughtful and purposeful self-reflection. Bennis gave some direction by suggesting that leaders have a Socratic dialogue with oneself and ask questions about the nature of the issues we face (p. 54). He simplified the process of self-awareness by explaining that leaders have to ask questions that create an understanding of themselves (p. 55).

Bennis addressed the importance of reflection as a way to take in the "big picture" of situations that surround us. He used a quote from Socrates that says "The unexamined life is not worth living" and elaborates that one cannot live successfully unless they are able to reflect on situations and understand the "big picture" of their life (p. 62). I thought his statements regarding freeing oneself from past mistakes by using Socratic inquiry were powerful. As a leader it is inevitable that we will make mistakes. Bennis suggests that reflection is a tool that allows us to move past our mistakes and become free to take future risks without feeling an urge to prove ourselves (p. 70). He urges leaders to not allow their past to constrain them and keep them from reaching their full potential. Leaders must understand what has actually happened and in situations and try to learn from them instead of allowing them to paralyze them (p. 90).

My new understanding of reflection has helped me realize that I must try to learn from the past by taking time to digest and ponder situations. Reflection should not be something that a leader does on vacation or when a huge crisis has happened. Reflection should be a ritual in the life of a leader and a tool that one uses to gain understanding and knowledge.

The author does an excellent job of studying the art of leadership and communicating what it takes and means to be a leader in this classic on the subject of leadership. The real journey is the journey within where we all struggle to know and understand ourselves better. Although you may not agree with some of the people he chooses as role models of leadership the book is superb in its content and shows the authors passion for the subject which make this book a must read.

Warren Bennis' "On Becoming A Leader" was one of the worst and most disappointing leadership books I ever read. I like to experiment with different authors and books about management and leadership. My readings include, but are not limited to, the works of William J. Bennett, Ken Blanchard, James Collins, Dr. Stephen R. Covey, H.W. Crocker, W. Edwards Deming, Viktor Frankl, Lou Holtz, Dr. Spencer Johnson, General John A. LeJeune (USMC), Vince Lombardi, Miyamoto Musashi, William Oncken, General George Patton (USA), Rick Pitino, Steven Pressfield, Wess Roberts, Field Marshal Erwin Rommel, Robert Schuller, Hyrum Smith, Major General Perry Smith (USAF), Sun Tzu, and John Wooden. This book does not make my listing of the top 50 leadership, management, or character refinement books I read.

Besides never having read any of Bennis' books before, I was attracted to "On Becoming A Leader" by the front cover's announcement, "The Leadership Classic Recommended by Vice President Al Gore to All His Advisors." Unfortunately, I believe Mr. Gore's recommendation was largely based on Bennis' obvious political leanings that permeated the book. The political overtones were distracting and definitely detracted from Bennis' credibility in presenting his ideas.

While I found certain sections of the book interesting, overall the book failed to inspire me to think introspectively about leadership like the works of the authors listed above.

Great book not just for managers, but also for those being managed. It clearly articulates how to improve yourself, through a variety of motivational stories and excellent advice. Make sure to read the last chapter, though! The one ding I had while reading the book was that a lot of the advice wasn't actionable -- until I reached the last chapter, which closed off the book with a clear path forward for the reader.

When the author sticks to discussing leadership, I found this book very readable and easy to understand. The book is written in a very easy to follow format and he explores the personal side of leadership. He presents some very altruistic ideas the sound very good, however, aren't always practical in the real world. This book would have received a higher rating for me also if Mr. Bennis would have refrained from all the political commentary throughout the beginning of his book. His repeated support for a former president while being less than flattering of the current president put too much of a political overtone in the beginning and really turned me off. It wouldn't matter if I agreed with Mr. Bennis or not, it simply didn't have a place in what would have otherwise been a very good book.

Warren Bennis is an academic that from the first page of his book through all 57 references to Barack Obama makes it abundantly clear that he is a liberal that hasn't lived in the real world since childhood. Any value that may exist here is easily eclipsed by his profound idealogical slant. So much so that it is difficult to read. This should be titled "On Becoming A Pot-Smoking Hippie Who Makes A Living Criticizing Real Success".

Having studied "Organizational Behavior" (remember T-Groups?) back in the hippie days, and never having read this "gem", I thought after many years it would be inspiring.
Warren Bennis actually doesn't even consider Steve Jobs or Bill Gates, thinks of Reagan and Bush senior as somehow not up there (actually has no objectivity at all politically), doesn't consider Hillary Clinton really worth mentioning, and holds as idols Roger Smith (yes, the GM "Roger and Me" guy), John Scully (who almost torpedoed Apple), and other very mixed names.
The problem with leadership may be that we only have anecdotal and poorly researched material like this available at a popular level.
Please consider real information, like "Human Side of Enterprise", "Small Groups" by Hare et al, works by Maslow and Argyris, and the various modern articles on "Wisdom" before wasting time on this book.

I was intrigued with reading a book by Warren Bennis as I had just finished the book "The Contrarian's Guide to Leadership" by Steve Sample. Sample referred to Bennis in numerous sections of the book and it seemed to be a natural selection to follow those references by reading "On Becoming a Leader." I was very disappointed. The updated prologue was an interesting read. However, from the end of the prologue to the end of the book, Mr. Bennis' politically socialistic leanings obscured and called into question his understanding of leadership. Though there are elements of insight into becoming a leader, those elements are obscured by the veil of pro-socialism revealed in his choosing of leaders to study and from which to learn. Mr. Bennis sites integrity as one of the key elements to being a leader yet chooses liberally from history those who have promoted themselves over integrity, themselves over the good of society, and themselves over the future of this country. This book is a prime example of how we as a people have chosen form over substance.

I am disappointed by Warren's attitude and mindset in his introduction for this book. I was required to purchase this for a graduate level course and thus am going to read it against my better judgment. I have only read the introduction thus far, but am already very apparent of his liberal bias and distaste for the corporate world. He is very judgmental of corporate leaders and questions their worth. He mentions how they make 300 times the salary of the average worker ($30,000) and have an annual median income of around $11 million. I argue that the majority of corporate leaders are worth their value and provide more value and moral authority than most sports figures who earn similar incomes and have enjoyed a continuous lifestyle of protection from legal consequences and maintain an entitlement attitude. These are the "leaders" our children look at and try to emulate. It is obvious that Warren is envious of the leaders in corporate America that are making significantly more money than he is as they provide value to society.

Warren has been quoted in so many leadership books I have read...I find his mindset disturbing and question why any author would cite him, but for his leadership theories that may be appropriate. He is definitely a liberal democrat and believes in equality for all and maintains a distain for the wealthy. He believes that Al Gore should be president and defends the impeached Bill Clinton.

Perhaps my respect for his "leadership theories" will enhance while reading this book, but I question how an author with flawed fundamental principles can be credible in teaching others about leadership.

I provide this review to alert others to his biased stand towards wealth, capitalism, and that he perpetuates the stereotype of an academic liberal.

I was intrigued with reading a book by Warren Bennis as I had just finished the book "The Contrarian's Guide to Leadership" by Steve Sample. Sample referred to Bennis in numerous sections of the book and it seemed to be a natural selection to follow those references by reading "On Becoming a Leader." I was very disappointed. The updated prologue was an interesting read. However, from the end of the prologue to the end of the book, Mr. Bennis' politically socialistic leanings obscured and called into question his understanding of leadership. Though there are elements of insight into becoming a leader, those elements are obscured by the veil of pro-socialism revealed in his choosing of leaders to study and from which to learn. Mr. Bennis sites integrity as one of the key elements to being a leader yet chooses liberally from history those who have promoted themselves over integrity, themselves over the good of society, and themselves over the future of this country. This book is a prime example of how we as a people have chosen form over substance.

I am disappointed by Warren's attitude and mindset in his introduction for this book. I was required to purchase this for a graduate level course and thus am going to read it against my better judgment. I have only read the introduction thus far, but am already very apparent of his liberal bias and distaste for the corporate world. He is very judgmental of corporate leaders and questions their worth. He mentions how they make 300 times the salary of the average worker ($30,000) and have an annual median income of around $11 million. I argue that the majority of corporate leaders are worth their value and provide more value and moral authority than most sports figures who earn similar incomes and have enjoyed a continuous lifestyle of protection from legal consequences and maintain an entitlement attitude. These are the "leaders" our children look at and try to emulate. It is obvious that Warren is envious of the leaders in corporate America that are making significantly more money than he is as they provide value to society.

Warren has been quoted in so many leadership books I have read...I find his mindset disturbing and question why any author would cite him, but for his leadership theories that may be appropriate. He is definitely a liberal democrat and believes in equality for all and maintains a distain for the wealthy. He believes that Al Gore should be president and defends the impeached Bill Clinton.

Perhaps my respect for his "leadership theories" will enhance while reading this book, but I question how an author with flawed fundamental principles can be credible in teaching others about leadership.

I provide this review to alert others to his biased stand towards wealth, capitalism, and that he perpetuates the stereotype of an academic liberal.