The Leadership Engine: How Winning Companies Build Leaders at E

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Harper Collins, Mar 17, 2009 - Business & Economics - 480 pages
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In this Wall Street Journal and BusinessWeek bestseller, Michigan Business School guru and worldwide consultant Noel Tichy brings his special brand of organisational transformation to a practical level that guarantees a leader at every level of an organisation.

Why do some companies consistently win in the marketplace while others struggle from crisis to crisis? The answer, says Noel Tichy, is that winning companies possess a "Leadership Engine" , a proven system for creating dynamic leaders at every level. Technologies, products and economies constantly change. To get ahead and stay ahead, companies need agile, flexible, innovative leaders who can anticipate change and respond to new realities swiftly. Tichy explains that everyone has untapped leadership potential that can be developed winning leaders and winning organisations have figured out how to do this.

In this acclaimed bestseller, Tichy offers colourful and insightful best-practice examples from dozens of leaders gathered from decades of research and practical experience.


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The Leadership Engine

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"There is a multibillion-dollar consulting industry in the world today," Tichy notes (in this reprint of his 1997 BusinessWeek Book of the Year, written with freelancer Cohen) "that thrives largely on ... Read full review

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Broadly applicable guide to becoming a leader and growing others
In many areas of human endeavor, from politics to business, leadership is the road to higher accomplishments. The best leaders groom
future leaders, not just those near the top, but throughout the ranks of their organizations. Thus business leaders create “winning organizations.” In his 1997 classic, reissued in 2002, best-selling author Noel M. Tichy, writing with researcher and consultant Eli Cohen, explains how leaders lead, how they function as true teachers, and how they ensure that worthy successors will follow them. While Tichy’s real-world leadership examples from the 1990s may sport a few cobwebs, they offer timeless lessons. You can put these lessons into practice at your company using the handy workbook Tichy includes. getAbstract recommends this practical, insightful guide to those interested in leading and in teaching others to lead. 


Handbook for Leaders Developing Leaders

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Page 407 - We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and...
Page 407 - We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles,...
Page 407 - Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well.
Page 407 - We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens — support good works and charities and bear our fair share of taxes.
Page 333 - I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.
Page 407 - We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately.
Page 115 - The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what the organization considers meaningful results. These assumptions are about markets. They are about identifying customers and competitors, their values and behavior. They are about technology and its dynamics, about a company's strengths and weaknesses. These assumptions...
Page 376 - The relations of most leaders and followers are transacflonal — leaders approach followers with an eye to exchanging one thing for another: jobs for votes, or subsidies for campaign contributions Such transactions comprise the bulk of the relationships among leaders and followers, especially in groups, legislatures and parties.
Page 191 - Dante once said that the hottest places in hell are reserved for those who in a period of moral crisis maintain their neutrality.

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About the author (2009)

Noel M. Tichy is a professor at the University of Michigan Business School, director of the school's Global Leadership Partnership, and former head of GE's Crotonville Leadership Development Center. He is the author of the best seller Control Your Destiny or Someone Else Will (with Stratford Sherman).

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