The question of how to lead successfully and responsibly is crucially important in our uncertain, high-pressure, turbulent world. In this book, Harvard Business School Professor Joseph Badaracco answers this question in practical and, at times, provocative ways. Read more...
The question of how to lead successfully and responsibly is crucially important in our uncertain, high-pressure, turbulent world. In this book, Harvard Business School Professor Joseph Badaracco answers this question in practical and, at times, provocative ways.
Leaders today are surrounded by what Badaracco calls "the new invisible hand"--powerful, pervasive markets that touch and shape almost everything. As a result, understanding the inevitability and importance of struggle is critical. And leaders must go a step further to create what Badaracco calls "the good struggle" in order to meet their goals at work, as well as their goals in life.
"The Good Struggle" helps you meet the relentless challenges of being a leader today by identifying the most important questions you should be asking yourself. New answers to these questions can be found by watching leaders in dynamic settings, especially entrepreneurs. The conditions entrepreneurs have always faced--intense competition, scarce resources, and unforgiving markets--are true now for the rest of us, and they offer valuable, practical lessons about struggling and succeeding in volatile and uncertain environments.
If "the joy of life is in the struggle," as one thoughtful entrepreneur put it, "The Good Struggle" can help you find meaning in your work, stay focused on what matters despite the turbulence around you, and keep you on the path to leading successfully and responsibly.
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2013-08-26
- Reviewer: Staff
How can modern civilization harness the powers of capitalism safely? Harvard Business School ethics professor Badaracco (Leading Quietly) wrestles with that difficult question in this short but wide-ranging discussion. The author divides the larger issue into five specific questions for responsible business leaders to ask themselves: “Do I know what I am really accountable for?”; “Do we have the right core values?”; “Why have I chosen this life?”; and others. These questions serve as guides in the morally ambiguous business world. The author’s ambitions are laudable—his execution, less so. The five questions he raises are incisive, but the answers he cites aren’t convincing, mainly because Badaracco seems oblivious to certain shortcomings of modern business. While the author accepts that some business leaders err because of their ignorance (willful and otherwise), he discounts the possibility of outright dishonesty and fraud. Despite these issues, Badaracco asks important questions, and it will be up to the readers to arrive at answers. (Oct.)