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Leadership in High-Performance Organizational Cultures

1 rating: 5.0
A book by Stanley D. Truskie Ph.D.

"Leadership in High Performance Organizational Culturesis a welcome addition to the tools available to the CEO, manager, and performance technologist. This book belongs in the briefcase, not the bookshelf." --Dean R. Larson Department Manager, U.S. Steel--Gary … see full wiki

Tags: Books, Cafe Libri
Author: Stanley D. Truskie Ph.D.
Publisher: Praeger
1 review about Leadership in High-Performance Organizational...

The Art and Science of Leadership

  • Jan 14, 2000
Rating:
+5
At various points throughout the book, Truskie cautions that there is no one "ideal" style, nor an infallible "model", nor any single combination of leadership traits, characteristics and behaviors which are most appropriate to all organizations in all phases of their development. He urges his reader to absorb and digest the contents of Leadership in High-Performance Organizational Cultures with care, of course, but also with some degree of critical detachment. Then, correlate his observations and suggestions with the specific circumstances of the reader's own organization.

Truskie suggests that "there is a direct link between leadership, organizational culture, and performance." According to his research and analysis, the most effective leader has an impact on "forming the culture of an organization, which further can have an enhancing effect of improving the level, ensuring the consistency, and sustaining the organization's continuing performance improvement." Truskie believes that many leaders are preoccupied with identifying and then manifesting an "ideal" style of leadership when, in fact, no such style exists. That is to say, even the most effective leaders have significant human imperfections; however, they are aware of these imperfections and make every effort to ensure that these imperfections do not have a negative impact on their respective organizations.

For this reader, one of the greatest benefits of Leadership in High-Performance Organizational Cultures is Truskie's explanation of the potential, beneficial implications of the L4 Strategy with specific relevance to creating and then sustaining a high-performance organizational culture. Leaders as well as those whom they lead must constantly monitor the balance of four aforementioned cultural patterns. Imbalances are inevitable. Although Truskie does not discuss it, he would probably agree that an early-warning system of some kind is highly desirable. The model he provides suggests all manner of ways by which to recognize and then respond effectively to symptoms of such imbalances. For the foreseeable future, change will be the only constant. Given that reality, Leadership in High-Performance Organizational Cultures can be of even greater value as all organizations (regardless of their size or nature) proceed into an otherwise uncertain future.

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