Why are we in a leadership crisis? Up to 85% of mergers and acquisitions destroy value, executives are in jail, economies are shaky and politics isn't providing answers.<br><br>This new book provides answers. Based on my doctoral research and work with leaders on 5 continents for 25 years, I also draw on my experiences teaching and learning in a Karate Dojo.<br><br>You will find out why leaders fail and what can be done about it—a blend of Eastern and Western approaches.
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Allan Bonner. Wounded Leaders: How Their Damaged Past Affects Your Future
FOREWORD
ACKNOWLEDGEMENTS
INTRODUCTION
THE PROBLEM
THE MAGNETISM OF MERGERS & ACQUISITIONS
THE NATURE OF LEADERSHIP & MANAGEMENT
THE MILITARY MODEL
LEADERSHIP REQUIREMENTS
THE WOUNDED LEADER
THE WOUNDED ORGANIZATION
THE WOUNDED CHILD
THE NARCISSISTIC LEADER
THE GRANDIOSE LEADER
THE UNEMPATHETIC LEADER
THE ERSATZ LEADER
LEADERSHIP & COMMUNICATION
THE UNCOMMUNICATIVE LEADER
IMPROVING COMMUNICATION
SOCKO
AIDS TO COMMUNICATION
SPEAKING VISUALLY
Storyboards
Digital Versus Analog
Impediments Between Senders and Receivers
The Filter, the Medium, and the Matrix
Visual Aids
Undifferentiated Thoughts
LEADERSHIP & THE LIMITS TO GROWTH
A CHANGING OF THE (OLD) GUARD
LEADERSHIP & COMMUNICATION IN THE DOJO
Joining and Training
Authority in a Dojo
Class Beginnings
The Shrine or Shoman
Grading
Cardio Coaching
The Martial Aspects of Karate
Teamwork
Karate-Do
Physical Learning
The Emergent Leader
Having Leadership Thrust Upon One
Decision Making
Observations
CONCLUSION
APPENDIX 1
APPENDIX 2
APPENDIX 3
BIBLIOGRAPHY
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I came to know Allan Bonner through a series of training courses that the International Atomic Energy Agency (IAEA) conducts around the world to help promote the safety and good management of nuclear power plants and nuclear facilities. I have organized a number of these courses at the Argonne National Laboratory located near Chicago, Illinois in the U.S.A. Allan has lectured in many of these courses, and I had come to look forward to his exciting and dynamic presentations on the importance of good facility management and the need for developing good relations with the public-especially people who live in the vicinity of these large plants. When he told me that he was working on a new book on the topic of leadership, I immediately asked to see an advanced copy, hoping that it would lead to new lectures by him.
I have read other books by Allan Bonner, and they are all written in a crisp, succinct style that drives home a sequence of thoughts, ideas and concepts, in a manner not unlike the SOCKOs method that he advocates. Bonner likes to select a bite-sized topic and present it with both scholarship and style in a way that it is both enjoyable and memorable. In his new book,Wounded Leaders, he uses this writing style to identify a serious and growing problem that is plaguing the world of business.
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There is ample evidence that organizations do not learn from the mistakes made by others. There had been several large oil spills in Prince William Sound, Alaska, before the Exxon Valdez ran aground. A nuclear accident similar to the one at Three Mile Island had occurred some months before in the Tennessee Valley Authority. The product tampering that occurred virtually every week in North America did not seem to cause the makers of Tylenol, Aspirin, Ball Park frankfurters and other products to put effective safety measures in place. It is logical, therefore, to assume that the lessons of failed mergers and acquisitions are no easier to codify and pass on to senior managers in other corporations, or down through time, than are any other business lessons.
The role of “integration managers” in charge of mergers and acquisitions illustrates the unique personality types that may succeed in, or are at least drawn to, such deals. This type of manager may feel aloof from the organizational chart. The command and control chain is foreshortened. He is like a “cop” demanding results from all levels. One such manager says he feels as if he is “the CEO” of the deal. Others suggest that integration managers could be models for the manager of the future.
