scispace - formally typeset
Search or ask a question
Author

Warren G. Bennis

Bio: Warren G. Bennis is an academic researcher from University of Southern California. The author has contributed to research in topics: Leadership & Transactional leadership. The author has an hindex of 48, co-authored 134 publications receiving 24472 citations. Previous affiliations of Warren G. Bennis include The Advisory Board Company & Harvard University.


Papers
More filters
Book
01 Jan 1985
TL;DR: In this age of "process," with downsizing and restructuring affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed more than ever before.
Abstract: In this illuminating study of corporate America's most critical issue -- leadership -- world-renowned leadership guru Warren Bennis and his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through Communication, Trust Through Positioning, and The Deployment of Self. In this age of "process," with downsizing and restructuring affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed more than ever before. The wisdom and insight in "Leaders" addresses this need. It is an indispensable source of guidance all readers will appreciate, whether they're running a small department or in charge of an entire corporation.

3,240 citations

Book
01 Jan 1985
TL;DR: In this article, the authors argue that the key and pivotal factor needed to enhance human resources is leadership, and that leaders have failed to instill vision, meaning and trust in their followers.
Abstract: Many people talk about the decline of the work ethic. In reality, it is not the work ethic which has declined. Rather, it is leaders who have failed. Leaders have failed to instill vision, meaning and trust in their followers. They have failed to empower them. Regardless of whether we're looking at organizations, government agencies, institutions or small enterprises, the key and pivotal factor needed to enhance human resources is leadership.

2,620 citations

Journal Article
TL;DR: To regain relevancy, business schools must rediscover the practice of business and find a way to balance the dual mission of educating practitioners and creating knowledge through research.
Abstract: Business schools are facing intense criticism for failing to impart useful skills, failing to prepare leaders, failing to instill norms of ethical behavior--and even failing to lead graduates to good corporate jobs. These criticisms come not just from students, employers, and the media but also from deans of some of America's most prestigious B schools. The root cause oftoday's crisis in management education, assert Warren G. Bennis and James O'Toole, is that business schools have adopted an inappropriate--and ultimately self-defeating--model of academic excellence. Instead of measuring themselves in terms of the competence of their graduates, or by how well their faculty members understand important drivers of business performance, they assess themselves almost solely by the rigor of their scientific research. This scientific model is predicated on the faulty assumption that business is an academic discipline like chemistry or geology when, in fact, business is a profession and business schools are professional schools--or should be. Business school deans may claim that their schools remain focused on practice, but they nevertheless hire and promote research-oriented professors who haven't spent time working in companies and are more comfortable teaching methodology than messy, multidisciplinary issues--the very stuff of management. The authors don't advocate a return to the days when business schools were glorified trade schools. But to regain relevancy, they say, business schools must rediscover the practice of business and find a way to balance the dual mission of educating practitioners and creating knowledge through research.

1,885 citations

Book
01 Jan 1989
TL;DR: In this paper, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke, and others, in a new book.
Abstract: "In a penetrating, insightful new book, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke", (Sloan Management Review), and others. "A solid work that illuminates its subject and engages (the reader).. . . Its ideas are wise enough to stand reexamination".--USA Today.

1,723 citations


Cited by
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities.
Abstract: In this paper, we argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities. We label this capability a firm's absorptive capacity and suggest that it is largely a function of the firm's level of prior related knowledge. The discussion focuses first on the cognitive basis for an individual's absorptive capacity including, in particular, prior related knowledge and diversity of background. We then characterize the factors that influence absorptive capacity at the organizational level, how an organization's absorptive capacity differs from that of its individual members, and the role of diversity of expertise within an organization. We argue that the development of absorptive capacity, and, in turn, innovative performance are history- or path-dependent and argue how lack of investment in an area of expertise early on may foreclose the future development of a technical capability in that area. We formulate a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry. Discussion focuses on the implications of absorptive capacity for the analysis of other related innovative activities, including basic research, the adoption and diffusion of innovations, and decisions to participate in cooperative R&D ventures. **

31,623 citations

Journal ArticleDOI
TL;DR: In this article, the authors synthesize these previously fragmented literatures around a more general "upper echelons perspective" and claim that organizational outcomes (strategic choices and performance levels) are partially predicted by managerial background characteristics.
Abstract: Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

11,022 citations

Journal ArticleDOI
TL;DR: This article found that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their performance and their wellbeing.
Abstract: This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

7,647 citations

Journal ArticleDOI
TL;DR: In this paper, the authors summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis, including 26 variables classified as antecedent, 8 as consequences, and 14 as correlates.
Abstract: In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

6,145 citations

Journal ArticleDOI
TL;DR: Because of the extraordinary clarity and importance of the Commission's Report, the editors of the Communica t ions decided to reprint the Report's main section in its entirety and present it to you here.
Abstract: released a remarkab le report, A Nation at Risk. This Report has s t imulated in the media considerable discussion about the problems in our schools, speculation about the causes, and ass ignment of blame. Astonishingly, f e w of the media reports have focused on the specific f indings and recommendat ions of the Commission. A lmos t none of the med ia reports tells that the Commission i tsel f re frained f rom speculation on causes and f rom assignment of blame. Because of the extraordinary clarity and importance of the Commission's Report, the editors of the Communica t ions decided to reprint the Report's main section in its entirety. We are p leased to present it to you here.

5,832 citations