\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.

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Ethics, character, and authentic transformational leadership behavior

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and valuesbased approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.

https://iispiritualleadership.com/wp-content/uploads/2012/10/SLTTheory.pdf

Toward a theory of spiritual leadership

Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

A review of servant leadership attributes: developing a practical model

Preface. Acknowledgments. The Authors. Part One: Understanding Leadership in Shared-Power Settings. 1 When No One Is in Charge: The Meaning of Shared Power. 2 Leadership Tasks in a Shared-Power World: Leadership in Context, and Personal Leadership. 3 Leadership Tasks in a Shared-Power World: Team and Organizational Leadership. 4 Leadership Tasks in a Shared-Power World: Visionary, Political, and Ethical Leadership. 5 Policy Entrepreneurship and the Common Good. Part Two: The Process of Policy Entrepreneurship. 6 Forging an Initial Agreement to Act. 7 Developing an Effective Problem Definition to Guide Action. 8 Searching for Solutions in Forums. 9 Developing a Proposal That Can Win in Arenas. 10 Adopting Policy Proposals. 11 Implementing and Evaluating New Policies, Programs, and Plans. 12 Reassessing Policies and Programs. Summary and Conclusion. References. Resource A: Conflict Management. Resource B: A Guide to Oval Mapping. Resource C: Seven Zones. Resource D: Forums, Arenas, and Courts. Resource E: Future Search. Resource F: Initial Policy Retreats. Name Index. Subject Index.

Leadership for the Common Good: Tackling Public Problems in a Shared-Power World

The work community is becoming the most significant community for many people. We are coming to expect our work ‐ where we spend most of our time ‐ to satisfy our deeply held needs for wholeness and to help provide spiritual support for our values and our aspirations for personal as well as economic growth. Reports on original research which supports a growing literature attesting to the centrality of work in meeting both economic and spiritual needs. Spirit refers to the vital, energizing force or principle in the person, the core of self. Respondent managers understand spirit in its secular connotation as defining self meaning and motivation for action. Begins a definition of a model of leadership based on this kind of spiritual relationship, one founded on morality, stewardship and community. Also lists some critical issues that this emerging leadership model faces.

Spiritual leadership: fulfilling whole‐self needs at work

Preface The Soul of Leadership The Place of Spirit in Our Work Lives Defining Spiritual Leadership Problems with the Current Leadership Situation Pressures that Focus Our Spirit Self at Work A Shift to a Spiritual Focus for Leadership Understanding Spirit at Work Spiritual Leadership at Work The Search for a New Leadership The Spiritual Leadership Process Spiritual Leadership Task Competence Spiritual Leadership Visioning The Spiritual Leadership Dynamics of Servanthood Emerging Spiritual Leadership Technologies Building Community and Individual Wholeness Spiritual Leadership: Setting a Higher Moral Standard Stewardship The Leader's Goal: Continuous Improvement Epilogue Bibliography Index

Capturing the Heart of Leadership: Spirituality and Community in the New American Workplace

Preface Acknowledgments Introduction A Harmonious Culture, the Foundation of Leadership Where Have All the Unified Cultures Gone? Cultural Leadership The Idea of Culture Defining Culture Leadership, A Cultural Change Technology Shaping Organizational Culture Shaping Culture Components of Culture The Leadership of Trust Leadership and Trust Definition and Importance of Trust The Process of Developing Trust Constraints on Trust Behavior Culture Leadership Shared Governance Shared Visioning Operational Aspects of a Trust-Culture Leadership and Multiculturalism Leading for Cultural Unity, Not Diversity Integrating Quality Barriers to Shaping Trust Cultures Bibliography Index

Leadership and the culture of trust

Preface Introduction Leadership as Management Evolution of the Manager as Leader Purposes of Management Leadership Excellence Leadership as Excellent Management Defining Quality Operationally Skills Needed for Excellence Leadership Values Leadership Defining Values-based Leadership Principles of Values-based Leadership Theory The Values-based Leadership Model Trust Leadership Unified Cultures Defining Culture Shaping Culture The Leadership of Trust Leadership and Multiculturalism The Spiritual Heart of Leadership The Place of Spirit in Our Work Lives Defining Spiritual Leadership Problems with the Current Situation Understanding Spiritual Leadership at Work Application of Spiritual Leadership at Work Applying Spiritual Leadership Bibliography Index

Perspectives on Leadership: From the Science of Management to Its Spiritual Heart

Preface The Importance of Leadership in Present and Future Organizations Introduction Leadership for the Twenty-First Century: Changing Tasks, Roles, and Values Overview of Current and Past Leadership Theories Leadership and Management Distinguished Elaboration of the Values Model The New-Age Values Leadership Theory Elements of the New-Age Values Leadership Theory Helps and Hindrances in Using Values Leadership Methods The Values Principles Undergirding Values Leadership Defining Values Leadership: The Principle of Stakeholder Development Visioning Culture Setting Values Leadership Technologies Values Leadership Technologies: Teaching Stakeholders Results Sought by Values Leadership: High Performance and Self-led Followers Appendixes: The Survey of Virginia Managers Bibliography Index

Gilbert W. Fairholm

Papers

Spiritual leadership: fulfilling whole‐self needs at work

Capturing the Heart of Leadership: Spirituality and Community in the New American Workplace

Leadership and the culture of trust

Perspectives on Leadership: From the Science of Management to Its Spiritual Heart

Values Leadership: Toward a New Philosophy of Leadership