000			04262cam a2200397 i 4500
001			23632680
003			UONGOZI
005			20250807121428.0
008			240405s2024 mau b 001 0 eng
010			_a 2024005388
020			_a9781647827618 _q(hardcover)
020			_z9781647827625 _q(epub)
035			_a23632680
040			_aDLC _beng _erda _cDLC _dDLC
042			_apcc
050	0	0	_aHD57.7 _b.C5374 2024
082	0	0	_a658.4/092 _223/eng/20240505
100	1		_aClark, Kim B., _eauthor.
245	1	0	_aLeading through : _bactivating the soul, heart, and mind of leadership / _cKim B. Clark, Jonathan R. Clark, Erin E. Clark.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2024]
300			_axiv, 255 pages ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0		_aPart I: a new paradigm of leadership: from power over to leading through -- The legacy paradigm: power over people and organizations -- Leading through: a paradigm of the soul, heart and mind -- Part II: leading through people: the soul, heart and mind of leadership -- The soul of leadership -- The heart of leadership -- The mind of leadership -- Part III: leading through the organization: activating leadership through the power of modularity -- The modular leadership system -- A framework for (freedom of) action -- Visible information: making freedom and unity a reality -- Power in the leading through paradigm -- Part IV: leading through change: making the new paradigm a reality -- Leadership touchpoints for leading through -- Making leading through a reality.
520			_a"Generative AI and the remote-work revolution show us every day that we are in a new era. The rules and norms have changed-and so must leadership. And yet, coercive bureaucracy, hierarchy, and control-old ways of thinking and working-are still with us, a deep and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex. In this transition, leadership is changing-and it needs to change. In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and Deloitte consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly illustrated: an old paradigm that involves control and power over people versus a new one that enables and inspires power through people. With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains, and how destructive it is, causing waste and loss of human potential, stifling innovation, and ultimately resulting in what the authors call "organizational darkness." They go on to articulate a new, positive model, one that consciously seeks to do good and to make things better for the long term; that cares for people, helping them to thrive; and that mobilizes people to solve tough problems. These three elements, they argue, are the soul, heart, and mind of leadership, and activating them requires careful attention to both the personal and the organizational dimensions of leadership. The narrative is interwoven with probing analysis and reflection, and the authors speak clearly and frankly about the moral aspects and impact of leadership. They also provide a concrete frame and approach for scaling the new model and creating a vibrant leadership system. Leading Through is a deep and essential account of the evolution of our leadership thinking and practice that is both timely and timeless"-- _cProvided by publisher.
650		0	_aLeadership _xSocial aspects.
650		0	_aOrganizational change.
700	1		_aClark, Jonathan R., _eauthor.
700	1		_aClark, Erin E., _eauthor.
776	0	8	_iOnline version: _aClark, Kim B. _tLeading through _dBoston, Massachusetts : Harvard Business Review Press, [2024] _z9781647827625 _w(DLC) 2024005389
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK _n0
999			_c11359 _d11359