By Tim Kane
This publication will form the talk on find out how to store the army from itself. the 1st half acknowledges, certainly celebrates, what the army has performed good in attracting and constructing management expertise. The booklet then examines the motives and results of the fashionable military's stifling group of workers approach, with an in depth examine strategic mess ups in Iraq and Afghanistan. The publication additionally stories a brand new survey of lively accountability officials (done by way of the writer) that studies what's riding the simplest and brightest to go away the carrier in frustration. suggestions around out the booklet, grounded in an fiscal emphasis on marketplace forces.
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Extra info for Bleeding Talent: How the US Military Mismanages Great Leaders and Why It's Time for a Revolution
Perhaps some people (leaders) are better able to perceive and act than others. The Red group appears to be open to this possibility; the Gold group, with its embrace of “group social construction,” seems to reject this notion. At the least’ concluded Wren, ‘this seems a central matter as we approach a theory of leadership. ’ This did not daunt him. ’94 Wren’s analysis of the output of the Mount Hope meeting has received no little attention here, but this seems justiied, in light of the fact that such matters preigured the next stage of the General Theory of Leadership group’s process.
Now, as we push toward the creation of some publishable output, such concerns can no longer be ignored. Second, although each meeting of the group has resulted in hours of intellectually stimulating debate over a plethora of critical issues relating to leadership, our attempts to integrate these insights into a coherent whole have not advanced far. Our closest approximation has been the Mt. Hope narratives of the Red, Gold, and Purple teams. 101 Given the dual challenges of divergent premises and dificulties in integration, the assignment given the group was twofold, each part designed to address one of the identiied issues.
There, the group welcomed several new members to the conversation: schol ars Bruce Avolio from the University of Nebraska, Sonia Ospina from the Wagner School at NYU, Ron Riggio from Claremont McKenna, and Mark Walker from American University, plus Deborah Meehan representing the Leadership Learning Community and practitioner John L. Johnson. The addition of the new voices occasioned another of the group’s long tradition of insightful discussions. At the same time, these newcomers inevitably posed many of the same issues that had been raised by the initial call for a general theory of leader ship, concerns that had been placed aside by the as if condition.
Bleeding Talent: How the US Military Mismanages Great Leaders and Why It's Time for a Revolution by Tim Kane