LEADERSHIP IS AN ART has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers.De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader must:

• Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential

• Take a role in developing, expressing, and defending civility and values

• Nurture new leaders and ensure the continuation of the corporate culture

LEADERSHIP IS AN ART offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need.

CUSTOMER REVIEWS (Average Customer Rating: 4.5 based on 36 reviews)

Avoid this book

"Leadership is an Art" is double-spaced, large type and only 148 pages long and yet it is so thin on content that it still feels like the author is struggling to fill the pages. The five pages of the introduction cover basically everything the author has to say while the rest of the book is filled with redundant anecdotes and pointless religious musing. The few actual points the author does make seem so common sense to me (treat the people who work for you with respect, what a concept) that it actually kind of disturbs me that so many people seem to find his ideas revolutionary.
August 27, 2008

Learning From The Master

As CEO Coach, Poet and author of a leadership book that helps leaders learn how to unleash the genius of teams and corporations, I feel this book is a must read. Max is not talking about theories, he is sharing his real experiences from his successful leadership of an excellent company. If you want to learn how to be a leader, this book is core to your collection. I have learned much from this insightful book. Paul David Walker Unleashing Genius: Leading Yourself, Teams and Corporations
March 07, 2008

Leadership is an Art

This book was purchased as a birthday (May) gift for a family member who has subordinates reporting to her. Shipment was prompt and book arrived timely and in excellent condition. I have seen others review of this book, saying it is a "must read" for anyone having people reporting to them. Since the birthday isn't until May, I won't know her reaction till after then.
February 13, 2008

Leadership Is an Art - a great book

I enjoyed the book. It was an easy read and the concept was one I believe all of Corporate America should embrace.
January 29, 2008

The Tendency to Deteriorate

Not everything that is old is wise. But this book, written 20 years ago, is jam-packed with wisdom. Max DePree wrote in 1987 that the management team's job "is to provide an environment that allows momentum to gather."

DePree's simple, but profound leadership primer has never been equaled. Read it and you'll marvel at the insights--like in his five-page chapter, "Pink Ice in the Urinal." Few CEOs before him and hardly anyone after him have so eloquently discussed the tendency of organizations to deteriorate like in the pink ice chapter. Even DePree's chapter titles are memorable: Theory Fastball, Tribal Storytelling, Some Thoughts for CEOs Who Build Buildings, and Why Should I Weep?

DePree wrote that a financial analyst once asked him, "What is one of the most difficult things that you personally need to work on?" DePree's answer: "The interception of entropy."

"One of the important things leaders need to learn is to recognize the signals of impending deterioration." He kept a list and observed that leaders, especially in large organizations, fail to see the signs of entropy, including: 1) a tendency toward superficiality; 2) no longer having time for celebration and ritual; 3) a growing feeling that rewards and goals are the same thing; 4) when people stop telling tribal stories or cannot understand them; and 5) when problem-makers outnumber problem-solvers. His list was longer--but you get the idea.

The pink ice in the urinal? It was a team member's odd suggestion for dressing up the men's room for their VIP visitors. "Despite the good intentions behind this idea," DePree commented that the team member was signaling a clear deterioration in thinking and strategizing. The pink ice in the urinal would have little effect on the VIPs--so why bother? Focus on the strategic, not the cosmetic.
December 03, 2007

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