出版社：Regent University School of Global Leadership & Entrepreneurship
摘要：Leadership often draws the wrong kinds of leaders. Positions of power and influence have the tendency to attract the proud and the upwardly mobile individualists1. Contemporary leadership authors have gone as far as describing organizational leaders as idols, heroes, saviors, warriors, magicians, and even as omnipotent demi-gods2. But recently more voices within organizational discourse have been raised to question our perception and acceptance of these power-vested models of leadership. Could leaders be humble, many wonder3? It seems that the tide started to turn as the century did, in favor of a virtuous approach to leadership, culminating in the publication of Jim Collins’ pioneering article on Level 5 Leadership in the January 2001 edition of the Harvard Business Review4. Collins proposed that the “most powerfully transformative executives” surveyed in his study all possessed the virtue of personal humility.
