This book was a required reading for me for my MBA program in which one of my concentrations is in Leadership Development. When I requested it from Netgalley, I thought it looked familiar, but when I saw the edition above, I recognized it as the book I had used. What stood out most to this book was that the 'lessons' from the author could be used in multiple sectors. From non-profit to for profit. He, excellently, used 'real life' lessons that in the work I have done tends to work better than in This book was a required reading for me for my MBA program in which one of my concentrations is in Leadership Development. When I requested it from Netgalley, I thought it looked familiar, but when I saw the edition above, I recognized it as the book I had used. What stood out most to this book was that the 'lessons' from the author could be used in multiple sectors.

Leadership James M. Burns Limited preview - 1982. James MacGregor Burns Snippet view - 1978. James MacGregor Burns (1918–2014) was a bestselling American historian and political scientist whose work earned both the National Book Award and a Pulitzer Prize. Born in Boston, Burns fell in love with politics and history at an.

From non-profit to for profit. He, excellently, used 'real life' lessons that in the work I have done tends to work better than in simple dicatating of expectations.

Also, although the author used many historical figures in his lesson, the lessons 'taught' were timeless, as should be the case in true leadership development. As I am writing this from a business perspective, I could easily see this used with new leaders, as well as in a HR/OD setting.

I wish I could give it more than 5 stars.I truly believe, as I believed then, this book has alot of life lessons for our young adults all the way up to corporate leadership on the 'tenets' of what makes someone an ethical leader in society. Leadership is a secondary source history/political science book drawing on historical examples, psychology, and some philosophical concepts on governance. Burns goal with the book is to establish a foundation for the study of leadership, combining the studies of the leaders themselves and the followers. It covers the individual traits of leaders, their relationship to followers, and how they managed to accomplish great things or have such great impact. Burns divides leadership into three types: t Leadership is a secondary source history/political science book drawing on historical examples, psychology, and some philosophical concepts on governance.

Burns goal with the book is to establish a foundation for the study of leadership, combining the studies of the leaders themselves and the followers. It covers the individual traits of leaders, their relationship to followers, and how they managed to accomplish great things or have such great impact. Burns divides leadership into three types: transactional, transformational, and moral. Transactional is simply a leader fulfilling the needs and desires of a group of followers or supporters. Transformational is more or less defining needs and desires or giving voice to such demands where none existed before.

It is more potent, creative, and dangerous. I'm not clear on how moral leadership is distinct. Burns also distinguishes between leadership and brute power. A tyrant is not exercising leadership when he orders people to obey or die.

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He is threatening force to get obedience. I'm glad Burns makes this distinction, otherwise the whole idea of studying leadership breaks down. The study should not be about power and authority, but about getting things to move without acting on them directly with brute force. This textbook has a number of stylistic problems that make it difficult to read, despite its substance. It's organization is shaky and many of the chapters and sections have no clear intro or conclusion to tie his thesis together. The book is a dry, boring read that meanders between secondary sources, historical anecdotes, and the author's own biased perceptions.

Burns seems to be trying to place a lateral beam across several pillars with his leadership school. This isn't nearly as groundbreaking as the blurbs on the back of the book claim.

Burns' conclusions are limited in scope, and don't leave a strong impression on the reader. He overuses Sigmund Freud, conceding that psychoanalysis of historical figures is not particularly accurate or helpful, then goes forward and uses it anyway. He identifies few patterns, constantly going back to the same old 'blame the parents' approach to psychoanalysis. His occasional delving into the sexual habits of famous leaders was purely conjecture and not worthy of this text.

I wouldn't dismiss psychoanalysis as part of the study of leadership, but Burns' doesn't use it persuasively. Burns narration of historical events and the rise of certain leaders is weak. It isn't heavy on detail, yet the prose is still difficult to follow. The historical examples do not clearly demonstrate his thesis. He provides limit context, assuming the reader is fully apprised of the historical events. This is arrogant and lazy.