Cover image for Leadership the Eleanor Roosevelt way : timeless strategies from the first lady of courage
Title:
Leadership the Eleanor Roosevelt way : timeless strategies from the first lady of courage
Author:
Gerber, Robin.
Personal Author:
Publication Information:
New York : Prentice Hall Press, [2002]

©2002
Physical Description:
xxxi, 318 pages, 16 unnumbered pages of plates : illustrations ; 22 cm
Language:
English
ISBN:
9780735203242
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Item Holds
Searching...
E807.1.R48 G47 2002 Adult Non-Fiction Non-Fiction Area
Searching...
Searching...
E807.1.R48 G47 2002 Adult Non-Fiction Central Closed Stacks
Searching...
Searching...
E807.1.R48 G47 2002 Adult Non-Fiction Open Shelf
Searching...

On Order

Summary

Summary

Roosevelt's ability to confront and successfully overcome long-standing social hurdles made her one of the greatest leaders of the last century. A veritable roadmap to heroic living, this unique book examines her leadership development and provides women from all walks of life with a model for personal achievement. 16-page photo insert.

Copyright © Libri GmbH. All rights reserved.


Author Notes

Robin Gerber, the author of Leadership the Eleanor Roosevelt Way , is an international speaker on leadership, a national commentator, and an opinion writer for USA Today and other major newspapers. She is a senior fellow in executive education at the Robert H. Smith School of Business at the University of Maryland.


Reviews 2

Publisher's Weekly Review

Gerber, a senior fellow at the University of Maryland's Academy of Leadership, idolizes Roosevelt as someone who overcame numerous hardships in her personal life. Using biographical details from different periods of the first lady's colorful history, from childhood to the last few months of her life, Gerber shows how Roosevelt's actions are still relevant and can provide inspiration for women today. Although it feels forced at times, this approach works. For example, in the chapter on finding your "leadership passion," Gerber says, "Your values have taken time to develop. They're based on your family background, religion, relationships and experiences and they are a part of you. But unless your values have been tested they may not be apparent to you." She then goes on to explain how Roosevelt didn't recognize her own values after spending many years listening to her grandmother and her husband. But when she began speaking out against political injustices, she grew more comfortable with her own beliefs. Each chapter ends with key principles ("Eleanor's Way"); some of these points are useful, but others are tired (e.g., "Follow your authentic instincts" or "Be bold and principled in implementing your vision"). Despite these flaws, Gerber's work provides a thought-provoking look at a first lady with a unique style. (Oct. 11) Forecast: Warner is publishing David B. Roosevelt's Grandmre: A Personal History of Eleanor Roosevelt in October, which probably will help Gerber's sales. (c) Copyright PWxyz, LLC. All rights reserved


Library Journal Review

Gerber, a labor lawyer, teacher, and senior fellow at the Academy of Leadership at the University of Maryland, here offers a self-help book for young women seeking to develop leadership skills. Noting the absence of leadership education materials that cite women as role models, Gerber has chosen to frame her advice around Eleanor Roosevelt and the difficult challenges she faced and overcame. Gerber's personal experience and vignettes from other successful women also illustrate the various lessons incorporated in each chapter, e.g., "Learn from Your Past," "Find Mentors and Advisers," "Learn from Adversity," and "Never Stop Learning." The chapter titled "Find Your Leadership Passion" describes ER's initiation in and reformist commitment to New York State politics and ends with a list of specific pointers under the heading of "Eleanor's Way," which in this instance includes the counsel to take the words I can't and should out of one's vocabulary. This book has a foreword by distinguished scholar James MacGregor Burns, and the publisher plans a major publicity campaign, but its audience is hard to define. For libraries with a large "self-help" clientele.-Cynthia Harrison, George Washington Univ., Washington, DC (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.


Excerpts

Excerpts

Chapter 10 "Human relationships, like life itself, can never remain static." Eleanor Roosevelt With a large oval brooch at her throat and a simple tailored dress, Eleanor looked "unusually smart and in soaring spirits," on April 12, 1945. After giving her speech at a charity event she sat listening to the tributes and musical entertainment that followed. Suddenly a messenger approached to whisper in her ear. She gave a quick start and went to the telephone. Press Secretary Steve Early was at the other end. He sounded, "very much upset," according to Eleanor, asking her to come home at once. "I did not even ask why. I knew down in my heart that something dreadful had happened." Franklin Delano Roosevelt had died of a cerebral hemorrhage that afternoon. After the President's funeral, Eleanor quickly moved forward with her changed life. She thought of herself as being on her own. She wrote in her autobiography, "I had to face the future as countless other women have faced it without their husbands." But in at least one critical way Eleanor's future was much different than other women -- she had networks of friends, colleagues, political supporters, those she had helped and who had helped her around the world and in the smallest towns. She had actively cultivated a rich and diverse web of people. Some served as personal support. Most were a vast resource for her leadership, just as their leadership was nurtured by knowing her. Eleanor's gift for connecting with people and her strategic use of her connections offer leaders today a model for building, using and sustaining leadership networks. Your networks will include some of the people you consider your audience or followers. It will include other leaders as well as people who you believe have potential to become followers and leaders. Your networks will include supporters and advisers, friends and mentors, even your family. You need to develop the people- connections in your life, understand how they can enhance your leadership and look for ways that you can enhance theirs. Be intentional and strategic about building networks that further your goals. Each issue you confront presents a different networking situation, and offers the opportunity to expand your contacts. Ask yourself: who can help me achieve my vision, how and when? Jean Lipmen Blumen in The Connective Edge talks about leaders skilled in the social style who develop "social networks," or "Lego for grownups." These leaders have a strong political sense and they "focus on the connective tissue between people and groups...;.Leaders who favor social styles call on relationships without embarrassment, guilt or discomfort." What Lipmen Blumen describes is a two-step process. First you need to be open to the people connections around you, then you need to develop the contacts that promise a mutually helpful relationship. A one-way network is not a network anymore than a one-way conversation is a conversation. The creative energy of your networks lies in discovering the tapestry of information, influence and support that can be woven between and among your relationships. Excerpted from Leadership the Eleanor Roosevelt Way: Timeless Strategies from the First Lady of Courage by Robin Gerber All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.