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Sample emphasizes that the leader should first and foremost 'listen' and then talk later on. Sample also emphasizes the fact that while experts are useful, the discernment of the individual in the role of leadership is to be valued just as highly as the opinion of experts. It is important according to sample for the leader to understand that they cannot actually run the entire organization on their own but instead they are able to lead individuals who are willing to follow and this when combined creates the drive and depth to the organization the leader is heading. Sample highlights the fact that originality and the wherewithal to attempt to defy convention when convention no longer works are characteristics of strong leadership in the organization.
IV. REASONS for SUPPORT of SAMPLE'S WORK
Steven B. Sample, in his work 'The Contrarian's Guide to Leadership' takes a fresh look at the methods that are most likely to result in effective leadership in today's organization and voices the opinion that traditional methods are not always the optimal method for the leadership in the organization to pursue. Sample is clear that leading does not necessary mean the mass following of the organization as a whole, but instead involves leading individuals whose effort and mindset combined results in the organization growing and moving forward.
How many times has the leadership and employees of an organization refused to consider a new method because "that is not the way we do things around here"? This viewpoint however must be set aside because with the new technology and know-how in today's organization had...
The refusal of the leadership in an organization to consider change and view the possibilities that are outside of the realm of tradition cannot bode well for the organization and its survival, sustainability and ultimately profitability. Sample's common-sense 'gut' instinct non-traditional view of leadership is one that fills in the blanks for many leaders in today's organizations who have been bound traditionally to unworkable models of leadership in the organization.
Bibliography
Frost, Mike (2002) the Contrarian's Guide to Leadership - Books in Brief - Brief Article - Book Review. Online available at http://findarticles.com/p/articles/mi_m3495/is_5_47/ai_86053675/print?tag=artBody;col1
The Contrarian's Guide to Leadership (nd) University of Southern California - University President. Online available at http://www.usc.edu/president/book/
Robertson, John Ed (2008) the Contrarian's Guide to Leadership - Book Review. The Navigators. Online available at http://www.navigators.org/us/ministries/metro/Metro_Tools/items/Book%20Reviews/items/the%20Contrarian's%20Guide%20to%20Leadership
Rowe, Alan J. (2004) Creative Intelligence, Leadership and the Challenge of the Future. 28 May 2004. FT Press. Online available at http://www.ftpress.com/articles/article.aspx?p=170893
Bibliography
Frost, Mike (2002) the Contrarian's Guide to Leadership - Books in Brief - Brief Article - Book Review. Online available at http://findarticles.com/p/articles/mi_m3495/is_5_47/ai_86053675/print?tag=artBody;col1
The Contrarian's Guide to Leadership (nd) University of Southern California - University President. Online available at http://www.usc.edu/president/book/
Robertson, John Ed (2008) the Contrarian's Guide to Leadership - Book Review. The Navigators. Online available at http://www.navigators.org/us/ministries/metro/Metro_Tools/items/Book%20Reviews/items/the%20Contrarian's%20Guide%20to%20Leadership
Rowe, Alan J. (2004) Creative Intelligence, Leadership and the Challenge of the Future. 28 May 2004. FT Press. Online available at http://www.ftpress.com/articles/article.aspx?p=170893
The book therefore meanders through concepts, becoming pedantic in areas and autobiographical in others. Ironically the author makes the point that intellectual freedom is the catalyst of excellent leadership. The freedom of seeing time differently across an organization, from the long-term orientation of the leader to the short-term orientation of a manager or supervisor, is downplayed and ignored. Inherent in intellectual independence are the series of decisions as to
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