A conductor in front of his orchestra is an iconic symbol of leadership--but what does a maestro actually do in order to create unity, excellence and harmony? Read more...
A conductor in front of his orchestra is an iconic symbol of leadership--but what does a maestro actually do in order to create unity, excellence and harmony? And how can a leader in other fields, remote from violin playing and Mozart, benefit from observing orchestral conductors?
Itay Talgam explores the different ways a maestro can work with his orchestra, by examining the leadership styles of six of the most famous and distinctive conductors of all time: the commanding Ricardo Muti, the fatherly and passionate Arturo Toscanini, the calm Richard Strauss, the guru-like Herbert von Karajan, the dancing Carlos Kleiber, and the master of dialogue Leonard Bernstein.
Against the backdrop of traditional controlling leadership, Talgam shows how great contemporary leadership mixes control and letting go, promotes new knowledge by choosing to be ignorant, creates unity through embracing gaps, and enhances leadership effectiveness by adopting keynote listening.
Using the same universal tools, leaders can conduct their organizations to their maximum potential--whether in business, education, government, sports, or any other field.
- ISBN-13: 9781591847236
- ISBN-10: 1591847230
- Publisher: Portfolio
- Publish Date: May 2015
- Page Count: 240
- Dimensions: 8.2 x 5.5 x 1.2 inches
- Shipping Weight: 0.8 pounds
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2015-02-16
- Reviewer: Staff
This strained offering from orchestral conductor and leadership speaker Talgam frames leadership lessons through an orchestra leader’s perspective, peppered with examples of great conductors, such as Richard Strauss. Talgam, a grandchild of the first kibbutznik pioneers to Israel, takes an entrepreneurial and fail-fast-fail-first approach to leadership; ignorance, according to him, can be overcome by a willingness to learn from and listen to colleagues and respected mentors. Talgam admits to knowing very little about the fields in which most of his consulting clients work; this has not, to his mind, precluded him from being able to lead them toward success. His tone is encouraging—“You are the designer of your organization, the composer and the orchestrator of its flow of work”—but it is not always clear how he expects his readers to interpret his more orchestra-specific musings on topics such as “gap handling” (dealing with the spaces between notes) and creating “enough structure to sustain the flow” in the “metaphorical music of the workplace.” Though earnest and well intentioned, this book is too vague and meandering in its execution, and the musical metaphor is stretched too thin. An enthusiastic attempt that misses the mark. Agent: Lisa DiMona, Writer’s House. (May)