Cover image for Skyhooks for leadership : a new framework that brings together five decades of thought : from Maslow to Senge
Skyhooks for leadership : a new framework that brings together five decades of thought : from Maslow to Senge
Shtogren, John A.
Publication Information:
New York : AMACOM, [1999]

Physical Description:
xii, 416 pages : illustrations ; 24 cm
Added Author:
Format :


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HD58.8 .S577 1999 Adult Non-Fiction Central Closed Stacks

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Based on research and inspired by five decades of thinking on leadership, this is a presentation of a seven-step model for leading change. It includes: vision from Peter Senge, trust from Tom Peters, open communications from Chris Argyris, meaningful work from Abraham Maslow, empowerment from Barry Posner, teamwork from Rosabeth Moss Kanter, and transformational style from Jane Mouton (among others). There are self-tests at the end of each chapter to help readers determine how they are doing.

Author Notes

John A. Shtogren, Ph.D., is president of the Higher Education Leadership and Management Society and co-founder of the Alpha Group Dr. Shtogren has taught at several institutions, including Dartmouth and the University of Michigan. He lives in Richmond, Virginia.

Reviews 1

Choice Review

As organizations confront changes in their environment, strategic leadership is often the key that differentiates the successful ones from the failures. The editor, a consultant and an academic, uses a self-developed framework termed "skyhooks" to identify singular leadership skills to successfully navigate organizations through seismic changes. Miners drive bolts into the ceilings of mine shafts to keep them from caving in. These bolts, or skyhooks, are used here as a metaphor for strategic leadership when everything in an organization that is buffeted by change is in a state of flux. The book contains a collection of articles on leadership organized under the overarching principles of the skyhook model. Thus, old stalwarts such as McGregor and Maslow are juxtaposed with modern writers such as Senge and O'Toole, to form an eclectic but interesting collection on leadership. The skyhook model is presented in the book's introduction, and Shtogren reiterates the key tenets of his model in the prologue to each of the seven sections. While many of the articles can be found elsewhere, the strength of this collection comes from its new perspective on the important topic of organizational leadership. Recommended for graduate, faculty, and professional collections. R. Subramanian; Grand Valley State University

Table of Contents

O. A. OhmannPeter M. SengeDouglas McGregorThomas J. Peters and Robert H. Waterman, Jr.Chris ArgyrisTom Peters and Nancy AustinAbraham MaslowFrederick Herzberg and Bernard Mausner and Barbara Bloch SnydermanRobert H. Waterman, Jr.David C. McClelland and David H. BurnhamJames M. Kouzes and Barry Z. PosnerRobert Tannenbaum and Fred MassarikRosabeth Moss KanterRobert R. Blake and Jane S. MoutonJames O'Toole
Prefacep. ix
Prologuep. xiii
About the Editorp. xv
Introductionp. 1
Skyhook 1 Vision: Develop and communicate a picture of an attractive futurep. 13
Chapter 1 Skyhooks: With Special Implications for Monday Through Fridayp. 17
Chapter 2 Shared Visionp. 35
Skyhook 2 Trust: Convey confidence and respect for your coworkers' abilities, values, and aspirationsp. 65
Chapter 3 The Human Side of Enterprisep. 69
Chapter 4 Productivity Through Peoplep. 81
Skyhook 3 Open Communication: Share organization and personal data widelyp. 125
Chapter 5 Interpersonal Competence and Organizational Effectivenessp. 129
Chapter 6 Doing MBWAp. 145
Skyhook 4 Meaningful Work and Motivation: Make work more than just a job by appealing to the heartp. 165
Chapter 7 Classic Motivation Theories: A Theory of Human Motivationp. 169
Motivation Versus Hygienep. 171
Chapter 8 Causes and Commitmentp. 175
Skyhook 5 Empowerment and Self-Determination: Strengthen individuals and teams through education, autonomy, and accountabilityp. 209
Chapter 9 Power Is the Great Motivatorp. 213
Chapter 10 Strengthen Others: Sharing Power and Informationp. 235
Skyhook 6 Teamwork and Involvement: Make people partners by giving them a significant role in core business activitiesp. 261
Chapter 11 Participation by Subordinates in the Managerial Decision-Making Processp. 265
Chapter 12 Dilemmas of Participationp. 281
Skyhook 7 Transformational Style: Face change with optimism and a conviction that apparent differences can be reconciled in mutually satisfying waysp. 325
Chapter 13 The Developing Revolution in Management Practicesp. 329
Chapter 14 The Corporate Rushmoreans: How to Lead Change Effectively and Morallyp. 347
Appendix A Best Manager--Worst Managerp. 377
Appendix B Skyhooks and Performancep. 381
Appendix C Alpha Process FAQsp. 395
Suggested Readingsp. 401
Indexp. 409