The Leadership Lessons of Mount Everest  

Oleh:

Useem, Michael

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 79 no. 10 (2001), page 51-71.
Topik: Leadership; communication in organizations; decision making; Interpersonal behaviour; leadership; management philosophy; teams

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.21 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

The Himalayas are one of nature's most demanding classrooms, but they can teach us important principles about taking charge of our followers - and our own egos. In this article, Wharton professor Michael Useem recounts the experiences of MBA graduates and midcareer executives who took part in a leadership program on the lower slopes of Mount Everest. Conceived to heighten participants' appreciation of what leadership is all about, the program transforms abstract concepts into practice : Not only do people learn from the historical expeditions of others, they also gain insights from their own unfolding experiences. Through hiking some 80 miles over rough terrain, the participants learned about their own limitations - one CEO grappled with the decision to turn back when others feared the altitude had become too much for him - and about the value of communication : what to do when several team members are unaccounted for as night falls. The team also learned from those they met along the path to Everest's base camp. They benefited from rare encounters, such as a private audience with the reincarnate lama, the spiritual leader for the region's largely Buddhist population, and a discussion with a passing hiker who had been part of the harrowing Everest expedition described in the best - seller Into Thin Air. During the journey, four essential principles emerged : Leaders should be led by the group's needs ; inaction can sometimes be the most difficult - but wisest - action ; if your words don't stick, you haven't spoken ; and leading upward can feel wrong even when it's right. Through compelling stories of the trekkers' triumphs and miscalculations, the author sheds new light on several central management principles.

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