Organizations Books

I was captivated from the first page to the last. This gripping tale of evangelical artisans struggling to adapt to an emerging capitalist culture while keeping their producerist principles in 19th century Baltimore kept me up way past my bedtime in order to finish it. Even Dr. Sutton's footnotes are well worth reading!

This is the most informative and well-written book I've ever read. I was captivated by it from beginning to end and I think that William Sutton is the greatest history writer of all time. Buy this book! It's a classic!

Having borrowed this book twice from the library I have just now decided to buy a copy to keep in my bookshelf. This is an excellent book, and one which owes a good deal to E. P. Thompson's ground-breaking "Making of the English Working Class" in its method of historical analysis. In other words instead of relying on boring statistics and trends to explain the history of the common people it focuses on the people themselves and the actions that they took. This makes it interesting for the reader who is thus able to identify and empathise with the historical figures that Sutton describes. This is history as it should be written, a human story, about ordinary people and their lives, and how they reacted to events that seemed beyond their control.

The book itself examines how craft workers in Baltimore faced the challenges posed by industrial capitalism. How they saw their livelihoods being undermined by its cheap goods and the actions they took in response. In a sense it describes how the true Republic was lost. It also looks at the role that their religion played in that struggle. This is indeed a "peoples' history".

Writing history in this way, Sutton joins other excellent American historians like Ronald Schultz, Sean Wilentz, Bruce Laurie, and the late Christopher Lasch. All of these are well worth reading if you want to know how the common people lived before the crass materialism of modern capitalism stamped itself on American history. This history reconnects one to an older and more just and moral American Republic now sadly lost to corporate greed and warmongering. The American people are indeed well served by historians of this calibre.

Dr. Sutton effectively brings Jacksonian Baltimore to life in this morality tale that has become a cult classic. Dr.Sutton is indeed the greatest history writer ever in addition to being the rawest history teacher in the world. Journeymen for Jesus changed the way I thought about Jacksonian Baltimore and for that I am forever indebted to the master, Dr.Sutton.

Notwithstanding the fact that I read probably at least 300 books a year, I have never reviewed a book on amazon.com before. But "Keeping Kids Reading" is so inspirational and helpful that I decided to share my enthusiasm. Ms. Leonhardt, a veteran English teacher, clearly explains how to ensure your kids become lifelong, passionate readers. Since the day my kids were born, this has been a goal of mine. When my kids were quite young, I read aloud to them constantly. (If you haven't read Jim Trelease's "The Read-Aloud Handbook," it's also excellent). But once my guys reached elementary school and started to read independently, I felt a bit lost. Sure, I still read aloud nightly, but have been feeling I could / should be doing more, but wasn't sure what. Ms. Leonhardt's delightful and compelling book has provided the missing link for me. I now have a whole toolkit of practical ideas to ensure that my kids become avid readers. Her book reassures me that I've done many things right and has given me plenty of ideas to ensure my boys' continued reading success. Thank you, Ms. Leonhardt, for making the wisdom you've gleaned in 28 years of teaching in the classroom available to all parents. This book is going to all of my mom friends for Christmas this year!

This is Leonhardt's second book, published three years after Parents Who Love Reading, Kids Who Don't: How It Happens and What You Can Do About It (see my review). In it she again shares her experience as a parent and an educator and breaks some new ground from the previous volume. As early as page 19 she flatly states, "Children must love reading. This goal is absolute. No one--teachers, parents, librarians, curriculum directors, book reviewers--must do or recommend anything that puts [it] in jeopardy...[A]ll of the skill exercises that children dislike--but are 'good' for them--are not allowed if they cause a child to dislike reading." She later adds that, as a parent, you shouldn't "try to force [your child] to read [a specific book] or argue her out of her dislike of [it]." From a teacher, this is, of course, a radical stand: doubtless all of us can remember plowing through some such title as "A Tale of Two Cities," or picking Shakespeare to pieces, because they were "required reading" (even some of the librarians I know, who have somehow managed to retain their love of books despite such experiences, recount them with bitterness). Leonhardt explains that in the high-school classes she teaches, any kid can get an A for his weekly reading if he reads 200 or more pages *of a book or books chosen by himself*. She also tells how all the young avid readers she has interviewed either grew up in homes filled with books, or lived within biking (or walking) distance of a library. (Having done both myself, I can testify that they are indispensable--although once a kid is 10 or 12, I would add that bussing distance, or perhaps nearness to the child's school, is also permissible.) And, as if picking up on my previous review, she declares that "Turning kids off...by insisting on too much analysis and criticism is winning a battle only to lose the war...[Many kids are] turned off by English teachers who insist that they analyze difficult poems they don't even like..." She points out, too, that reading often leads to writing, which, since most teens are reluctant to talk to their parents about their troubles (or just can't find the words to express their feelings), may help your kids to stay out of trouble as they enter "the angst-filled teen years. You want them home writing poetry and stories when they're troubled--not looking for the nearest drug dealer." Most important, she describes four basic "reading paths" and explains how to use them to find books that kids--at any age and reading level--can enjoy, books that will make them want to read not only the current title but more books, and eventually adult-level and even "difficult" or "classic" books. While many books about kids' or teens' lit break books into broad categories, such as animal stories, adventure, or nonfiction, this is the first time I've seen anyone try to separate those categories according to the type of kid who may be attracted to them.

As might be expected of a teacher, Leonhardt unfortunately shares the unhealthy fixation we have about college in the US; she describes how, on a visit to Ireland, she told young people there that to get a "good job" here, you have to attend college--which severely disappointed her listeners, who wanted to know about jobs for "ordinary lads like us." (It's true, of course, that we're moving rapidly away from an industrial economy, but there are still plenty of useful, good-paying jobs that can be learned through apprenticeship (like welding or construction) or at community colleges (which continue to prosper).) But the chief problem I have with her is that, for the most part, she tends to ignore a great many fine old books--in all possible paths--in favor of books that are current, recent, or in print, even as she praises libraries for offering the books that aren't. She says, for example, that "...most multicultural literature pushed in the schools is boring even to the group it showcases." Yet I can remember reading many fascinating books about what was then called "children of other lands," books like Robert Davis's Pepperfoot of Thursday market,or Louise Rankin's Daughter of the Mountains (Newbery Library, Puffin)--many of which are now OP, and which had the great merit of (because of their age) not being "dumbed down" as so many more recent titles are. One of her recommendations is to "keep trying poetry," particularly for elementary-schoolers, yet she doesn't suggest themed poetry anthologies like the many assembled by William Cole or the Brewtons. In describing Path #4, "Action/Adventure Reading With Realistic Elements," she laments that readers of this type (almost always boys) find a paucity of books, especially fiction, about sports or military subjects in libraries; for example, she suggests only Matt Christopher, without seeming to realize that he can lead to, say, Lester Chadwick's Baseball Joe series (a Stratemeyer Syndicate offering to be sure, but so are Nancy Drew and the Hardy Boys, both of which she praises as the kind of books that can ignite a child's love of reading) or Clair Bee's Chip Hilton or John R. Tunis's long string of sports novels. She also totally ignores the girls (often tomboys, if not necessarily sports freaks) who may be of this type (and having been one, I can say without fear of contradiction that they do exist--and they enjoy "boys' books" too). And she doesn't even mention such excellent (and prolific) authors for older readers (boys and girls alike) as Stephen W. Meader and G. A. Henty, both of whom are currently being brought back into print by specialty publishers, or Joseph A. Altsheler (all of them adventure tales focusing on "realistic," as opposed to magical or relationship-oriented, action). It has long seemed to me that if we want our kids to read "good books," we have to make *all* books available to them, and in that Leonhardt and I agree; but so many libraries subscribe to ruthless age-based weeding policies, and so many publishers are so totally focused on the bottom line, that our youngsters grow up completely unaware of the treasure trove of well-written and interesting older titles that we baby-boomers knew and loved. I hope that in a future volume Leonhardt may begin to relate these authors to her "fourfold path." The fact that she hasn't in this one is the reason I give it only a four-star rating: she's definitely on the right track as far as she goes, but she hasn't yet gone quite far enough.

Having just finished this book for the third time, I figured it was time to give the author kudos for this wonderful book. My husband and I are lifelong avid readers and it is very important to us to share our love of reading with our children. This book has given me so much help in choosing books for my children by helping me to identify their reading "paths". For a while, I kept offering the wrong books to the kids, and I was baffled by their disinterest. Now that I understand their preferences better thanks to this book, I am so much more successful at offering books that they will like. It really works! My boys read all the time; I'd estimate at least 3 hours a day of books they choose.

Over and over, this author repeats the message to trust your children. That can be so hard to do, which is why I've needed to reread the book several times. But it works! I've watched the children move from easy readers to longer books to Tolkein, and I've known that they're doing it in their own time. If I start worrying that they've been reading "below their level" or conversely that they may be choosing books that are too hard, I remember the goals of making them love reading, and have a habit of reading, and I realize they are on the right track.

I rarely take the time to review books that I read, but I feel strongly enough in favor of this one to chime in with BIG thumbs-up.

If you love reading the way I do, there is very little more important to you than raising children who love to read. I thought this book was wonderful. The author is obviously passionate about getting kids hooked on reading, and believes that you should do just about anything to acheive this goal. She points out how many parents that don't hesitate to spend tons of money on toys and clothes balk at buying kids books, and points out how books can be found at lawn sales and book sales by the ton for very cheap, and how money spent on books is an investment of the best kind. She advocates letting kids read what they enjoy reading, and letting that lead to reading you find more worthwhile, but wants us to keep in mind that just getting them to READ is the goal. Her kids loved Richie Rich comics (as did I as a kid!) I love her writing style---it's very honest and direct. A great book!

The decision to read a book, any book, is an exercise in cost-benefit-analysis, usually conducted under conditions of uncertainty (Boisot, 1998). This review strives to mitigate this uncertainty and instigate you to read it!

Boisot delivers a genuine new perspective on knowledge assets quite distinct from the existing knowledge literature. First he states that knowledge is embedded in physical objects (public knowledge -like a pack of Marlboros - understood as a pack of cigarettes of a certain quality and length), in documents, and in individual brains. He builds a three dimensional Information-space consisting of codification (codified - uncodified), abstraction (abstract - concrete), and diffusion (diffused - undiffused). Plot these elements on three axes of a three dimensional rectangle and you got Boisot basic mental model. In this box (I-space) the movement of knowledge results in the Social Learning Cycle (SLC). The SLC consists of 6 phases, respectively Scanning, Problem Solving, Abstraction, Diffusion, Absorption, and Impacting. This model fundaments subsequently the rest of the book in which he illustrates the value of knowledge, two learning theories (the N-learning strategy - hoarding knowledge and S-learning strategy - sharing of knowledge), culture in relation to knowledge (identifies the centripetal culture - tunnel vision and the centrifugal culture - promotes learning), core competence and strategic intent, the impact of IT on knowledge and finally applies I-Space on two companies, Courtaulds and BP oil exploration business. The theory Boisot used to build his model and arguments are very fundamental - deep-rooted in classic philosophy-, economy-, and chaos and complexity theories. However the major added value provided lies in the massive multifaceted range of examples offered, very intelligent and smart entrenched.

Knowledge as keyword in the Amazon search engine generates more than 9000 books. However the number that fundaments the basic knowledge theory infrastructure doesn't exceed 25. There are essentially only a few you want to read the rest is all derived from this small number. Boisot book (next to Nonaka & Takeuchi) is certainly one that falls in the in the 25 cluster in view of the fact that it's an outstanding unique mental model clarified by smart examples. Downturn of his theory that's it very difficult to apply in a practical situation, nevertheless read it (absorb and exploit) and capture valuable `knowledge' on knowledge theories.

After reading a number of trendy books on knowledge management, this is the second one with a good theoretical framework. It is not a HOW TO..book (the subtitle is not very informative). It is the fruit of solid analytical thinking. Boisot uses the information space, built from the variables 'codification, abstraction and diffusion'. With this framework he gives an original insight into many organizational aspects, like organizational learning, competences, information technology and organizational culture. I have choosen the book for the course I teach at the University of Amsterdam (Culture and Competences in Changing Organizations), after reading it with red ears.

It would be difficult to over-estimate the value of this book. It is very important contribution to our understanding of how to build and manage knowledge assets and, in particular, the rules by which knowledge gains and loses value and 'travels'.

It is directly useful to business people who have to wrestle with strategies for managing knowledge. It is also a formidable piece of analytical architecture that links the management of knowledge assets to economic theory and learning theory. Considering the depth and range of the original thought packed into it, the book is surprisingly readable, partly because of the clarity and relevance of the examples with which the author illustrates his concepts.

Perhaps of widest importance is the clarity and precision of the definitions offered, in a field in which the definitions have been notably 'muddy'. One of the things I have gained from reading the book is a much clearer 'mental model' of what knowledge management is all about, its dynamics and linkages, and what is happening at various stages in the development, codification and diffusion of knowledge.

Because of its depth, density and range, absorbing the content requires real effort, but the effort is very worthwhile. It has several different audiences.

Knowledge managers: Those directly responsible for knowledge management will want to read and understand this book in full.

Business Strategists: The book provides a coherent and well argued rationale for developing strategies around the exploitation of the value in knowledge assets, based on the clearest explanation of the dynamics of knowledge value creation and dissipation that I have seen.

Managers of Organisational Change: Anyone concerned with organisation change also needs to understand the underlying concepts for their relevance to strategies for learning and to the shaping and linking of organisational structures.

Economists: Chapters 2 - 4 provide economists with a re-conception of the production function around data as a factor of production, and an explanation of the nature and dynamics of information value that is both challenging and important in integrating the realities of information and knowledge value into economic theory.

Those with a more peripheral or general interest in knowledge management should at least read: * the Preface, which is a 2 1/2 page masterpiece in the expression of the central concept in a compressed form, * pages 12 - 14 and 18 of the Introduction and * they should scan Chapter 3: The Information Space (I-Space) to understand the author's three dimensional construct and its use. J-C Spender's short Foreword is also valuable in putting Boisot's work in context with other work, particularly Nonaka and Takeuchi's The Knowledge Creating Company.

If general readers are tempted to go further, they will find an extraordinary range of thought-provoking concepts along with quite a lot of material that may be familiar from other writers: Boisot's primary aim is to get us to think differently about our world and to recognise that much of our current thinking about information and knowledge is grounded in the very different world of the energy based economy. He provides an alternative framework that is rigorous, persuasive and practical.

As a futures researcher at the Copenhagen Institute for Futures Research I have read tons of books on the information society. No one - absolutely no one - has been as powerful and innovative as Max Boisot's. He handles the most important aspects of information and knowledge and synthesizes them in one outstanding theory: The Information Space.
The framework generates insight after insight. After my absorption of it, I simply can't resist using it in my own research and consulting. It has for example helped me evaluate business plans and think about different subjects as national strategies on education, e-communities, trade associations, innovation strategies and the philosophy of social sciences.
Read this book and learn to think about the emerging society!

As one of the earlier authors to espouse the benefits of 'spirit' in business leadership, Russ Moxley challenges the 'executive-as-leader' model by offering a 'partnership-as-leadership' model. In this two-part book, Moxley first demonstrates how traditional (command-and-control) leadership negates "who we are", both as leaders and as followers. Then, in Part Two, he discusses how both leaders and followers must change in order for organizations to tap into and benefit from spirit - find meaning and purpose in what they do. Leaders must first tap into who they are rather than think about what or how they (leaders) do things. Once self (identity) is found a leader must: tend to the process, participate fully, and refuse to be 'the' leader. Followers must learn to: choose courage, be present, and avoid crowning the bosses.

This is not a how-to book, but a thoughtful discussion that contains nearly as much personal reflections as it does stories of actual leadership situations. It is easy to digest and can be recommended for an evening read by a warm fire, when reflecting is the desire.

Dennis DeWilde, author of
"The Performance Connection

I keep coming back to this book for my business practice because it touches on important topics and the "white elephants" we don't like to talk about in corporations. The case studies and stories illustrate some alternative ways to think and act at work to bring back the human dimension. It is a book one can take action on to start meaningful conversations that people are hungry for in the workplace.

Our struggles in the American workforce cause us to focus on reforms, programs, additional training and tougher evaluations. Worthy efforts, but those still don't fix the problems. Russ Moxley has captured in an easy to read, thought- and heart-provoking book, vital characteristics and behaviors which have the potential to solving some of those issues. I have observed in many organizations the three (3) practices that will create dispirited organizations. Those descriptions alone are worth the price of the book and if addressed, have the potential for transforming a workplace. The five requirements for a new model of leadership will create spirited thoughts and conversations for all who read it! There are very important lessons in this book. You'll be glad you read it, and you will have new insights into how to create a spirited workplace.

Leadership & Spirit by Moxley (brought to you by those folks at the Center for Creative Leadership) manages to be clear, engaging, and concise with an economy of words that borders on simply being beautiful. No fluff or padding here. It's sprinkled with quotes from all aspects of life that highlight and explain a particular process or idea (i.e. courage, coercive power, spirit, team partnership, etc...). Most importantly, this is not more pop psychology, New Age spirituality, or academic business theory. It simply and subtlety touches timeless truths without demeaning them or reducing them to blandness. While not written down to anyone, it has somehow brought to life the simple wisdom we know lies under the surface of complexity. If you're "there" or get some of it (ref: the simple sayings of Chauncy Gardner in the old Seller's movie "Being There"), this can help you get more of it. The vision thing ... `maybe not as elusive as we think! If Covey is too wordy and leaves you frustrated about how to get "there", if you admire the courage of a nay-saying Morton Thiokol engineer, or if you appreciate pithy references to people like Coach Phil Jackson, physicist-theorist David Bohm, philosopher Ken Wilber, or business leadership prognosticators Warren Bennis and Peter Senge or are just looking for inspiration and suspect that our species is moving out of coercive behaviors for dealing with life's challenges, then this book could be for you.

I ordered this book for the Pastor of my church at his request. He has started reading it and is enjoying the information given. When I ordered the book, it only took 3-4 days to get delivered and even thought it was a "used book", it looked brand new to me. Thanks for the fast delivery.

This book powerfully impacted me as the cell administrator of our church. Joel's message in this book has found it's way into a majority of my teaching of both the new and existing cell leaders. If you're looking at becoming a cell church, this book will be a great asset to you. It will give you practical information, but (in my opinion) more importantly, it will inspire you. I couldn't put it down.

Joel Comiskey has written many books on cell groups and cell churches. In my opinion, this is the most practical. It is particularly helpful for laying the foundation of a new cell ministry. God is showing us that small group settings allow for deeper discipleship and rapid church growth. However, before we can multiply cells, we need to equip our leaders. It isn't about the quantity, it is about quality. I highly recommend this book to all those who are looking to start a new cell ministry. The harvest is plenty, but the workers are few. Let God begin to multiply cell group leaders within your church.

This is an excellent in depth tool for church leaders who want to reach their communities for Christ. This hands on, nuts and bolts approach will inspire you to do exploits for the Kingdom of God.

Like a hammer and a wrench, this book is a must have in every church leaders tool box.

Buy them and give them out to pastors everywhere.

This book was recommended to me by our Lead Pastor for the ministry internship that I am doing with him. We are working through the book, chapter-by-chapter. I have been in church leadership for over 20 years and could have greatly benefited from this book if it were available back then. I'm thankful that it is available now for us. It's a must read for seminary students and professors and anyone currently in church leadership or aspiring to church leadership.

I have read this excellent book by Anderson, Personally I want to say that this book is excellent and extraordinary. Because of his insight and scholars background plus his background of practical ministry that make this book became awesome. Beautiful insight and the richess of his experience make this book easy to read and nice. I encourage to all Christian leader to read and apply this principle in this book, this is a book for the future leader in this generation and to the next generation. Thanks and God bless you.

This was a great book. I thought of many mistakes I've made in the ministry.

This book is a steal! Where [can] you get in one place such practical wisdom from a successful, significant, and sacrifical pastor like Leith Anderson. He successfully combines an understand of character and comptence, with a conviction that great leaders have both.

He successfully juggles the practice of pastoral ministry with the ability to write and speak about the broad spectrum of pastoral ministry. Leith is one of the top five communciators about pastoral ministry in North American today.

One quote sums up the book: "Leadership is figuring out what needs to be done and then doing it." [51]

When you read Leadership That Works you are not hearing primarily about the success story of Wooddale Church, you are hearing about the principles of leadership that actually will work for you in your place of ministry.

I can personally testify to the validity of Leith's ministry having heard him speak, engaged him in dialogue, visited with him in his own church for worship, and seen his authentic ministry at work.

I found this book fit well within my companies culture(Prosper) Many points from the book could and should be used to inspire employees, in every department and level, to take ownership of innovation.

Jeff has a seven-step process to help you "creativize" yourself, your teams and your organization. Many Case studies and assessments will help a company find a way to engage all of their people demonstrate ownership for innovation in all aspects of their responsibilities.

We use many of these ideas in our company currently, however it never hurts to reinforce the principles.

It was worth the money by 10 fold!

Devin Willis

This is a comprehensive guide to assessing the strengths and weakness of organizations, and how that analysis is critical to utilizing the strengths to create innovative products and business practices. I found the case studies, of GM, Pixar, and Time Inc.'s Real Simple magazine, to be particularly valuable. Jeff DeGraff and Shawn E. Quinn present a seven point plan that is scalable to any size organization, and that can be used in part or in whole.

The fact is that innovative leaders are lurking in every organization, doing their magic by flying under the radar and need to be elevated into prominence and acceptability. The world is littered with the ghosts of companies that were incapable of change. Innovation only pays in the future, and this book is chock full of charts, exercises and checkpoints to take your company there!

With its variety of insightful cases and stories, 'Leading Innovation'
delivers on its promise of helping readers understand the tensions
within organizations that hinder growth and change. A number of useful tools are included which can be readily applied to most organizations.

As a physician and administrative leader within a major health system, DeGraff and Quinn's words are on point with the demands we face regularly as we continue to grow as an innovative health care organization.

This book gives resourceful, stimulating, and yet practical and attainable possibities to an often problematic issue. The artful solutions proposed are set in a nice paradigm to illustrate the seven steps in a condensed version, the reader can see the quantum result prior to the detailed interpreation of the process. A delightful read for anyone looking to stretch their creative legs.

This book was surprisely quick and easy to read yet very thorough. Any church or small business would benefit from reading this book. It's model is similiar to great world class companies, but is unique with it's theological links. It also recognizes the problems that happen in any small company...even churches....! It recognizes too everyone's desire to work in a place and do things we are passionate about!...Worthwhile for the entire staff to read!

What a breath of fresh air to see one with such an innovative, entrepreneurial spirit coming from a traditional mainline denomination. This book does more than just exhort you to form teams, it tells you how to create a culture of teams that will make your church more effective for the Kingdom of God. This one has definitely made my top-ten list!

George Cladis has written a great book--the best I have found on team-building in the church. It is an easy read, very practical, filled with a lot of good ideas. I found his chapters on team covenants and on creating a visionary culture particularly helpful.

Cladis has learned a lot in his pastorates about teamwork--and teaches those principles well. He motivates me to want to build a strong team--not be a lone ranger in the pastorate. And he gives lots of ideas on how to do so.

In Leading the Team-Based Church, George Cladis weaved together principles from theology, ecclesiology, sociology, and business to create a rubric for applying a team-based model for doing ministry in the church. Cladis's thesis is that the historic hierarchical organizational model of top-down, leader-directed ministry is inconsistent with the nature of God, the New Testament pattern of church ministry, and the needs of a postmodern culture. The cornerstone of Cladis's paradigm is his premise that the persons of the Trinity exist in perichoresis, that is, as a team comprising perfect unity, fellowship, harmony, love, and purpose. The perichoretic Trinity thus becomes the exemplar for team-based ministry in the church. Part 1 explored the theological underpinnings of God as perichoresis and outlined nine characteristics of postmodern society. The seven chapters of part 2 examined the seven forms of leadership reflected in the attributes of God's perichoretic nature in juxtaposition with the characteristics of post-modernism and how these lend credence to team-based ministry in the church.

Review and Reaction
Cladis's interpretation of the Trinity as perichoresis forged the basis of his understanding of team-based ministry in the local church. While not appearing in the New Testament, perichoresis is a compound Greek word literally meaning "circle of dance" (4). To Cladis the Trinity is a perfect team. For him, the perichoretic image of the triune Godhead provides a helpful way of viewing the church and its organizational structure. Specifically, the church should work in perfect harmony, equality, and purpose, thus reflecting the image of God.
Cladis further asserted that the perichoretic model of the Godhead most accurately reflects the demands of a postmodern society for flatten hierarchical organizational structures that value individual giftedness, equality, and collaborative efforts. Cladis suggested that modernism promotes rugged individualism to the exclusion of community. Church structures that reflect a modernistic mindset are less inviting to postmodern people who value participation in decision making, inclusiveness in action, and personal fulfillment. Perichoretic team-based ministry, therefore, provides a more appealing model for postmodern people.
Cladis overreaches his thesis by insisting that team-based ministries are "the most theologically and culturally appropriate method for church leadership today" (17). His premise is specious at best and arrogant at worst. Such an assertion casts immediate aspersions upon centuries of church history. If one accepts Cladis at this point, then any form of church organization not based on teams is not just inefficient, but incongruent with the very nature of God.
One can make the point that scripture does not provide a definitive model for church organization. Allusions to church organizational patterns in scripture are more descriptive than prescriptive. Even the language of church leadership varies within the New Testament--pastor versus elder versus overseer. First century Christians initially adopted the Jewish synagogue model because it was the one most familiar to them, but later developed organizational models that more adequately met their evolving needs. The early church organized its ministry efforts around the needs of its constituency (such as the addition of an incipient deacon ministry in Acts 6:1-6). Their efforts were more pragmatic than theologically informed. They simply acted to meet the needs of the day.
Cladis makes a better point that a team-based ministry more effectively meets the needs of contemporary postmodern believers. The seven team attributes of covenanting, visioning, culture creating, collaborating, trusting, empowering, and learning, detailed in part 2, forms the book's core strengths. Cladis discussed each attribute biblically and then related each to his perichoretic model. Occasionally, he provided insights from the business world and fictionalized church settings to illustrate the efficacy of a particular attribute. Cladis's frequent references to his perichoresis model and to Rublev's icon of the Holy Trinity were distracting and thoroughly unhelpful. One draws the impression that Cladis is attempting to baptize the business model of teams into the language of the church--an unnecessary effort to spiritualize the secular to make it more appealing to the sacred. If a team-based model for ministry works, and does not violate scripture, then employ the best of what the business world has to offer for the advancement of the Kingdom of God.

Application
Cladis's seven characteristics of team-based ministry can fit well into today's church. Many are intuitively self-evident. The church exists in covenant with God and with one another. This covenant identity does not cease in staff meetings or in church council meetings. What healthy church does not want to have a unifying vision from God that creates a sense of purpose and provides meaning to its efforts? By in large, churches want to develop a cultural ethos reflecting it uniqueness as the people of God. Maturing church members want to contribute their gifts and talents toward a collaborative, trusting, empowering, and spiritually fulfilling mission. Many of Cladis's seven characteristics have an ethereal quality to them. They are better identified by the effect they achieve than the effort needed to achieve them. Nonetheless, they represent biblical ideals church leaders should strive to achieve in their ministry settings.
This reviewer has sought to apply these characteristics to a new preschool ministry team. The team of four mothers of preschool-aged children organized themselves around the mission to create a safe, secure, and satisfying nursery and preschool experience for children from birth through age three. The members have complementary skills and are highly motivated. The initial organizational meeting was unfocused because the members did not know how to work as a team. This pastor introduced the members to Cladis's seven characterizes for healthy teams. Some of the characteristics will take time to formulate, however the team was excited about the characteristics of vision, collaboration, empowerment, trust, and learning. The members embraced their vision of creating a top-notch preschool environment. They made a mutual commitment to work together to fulfill this vision. Only time will tell how well this new team can develop Cladis's characteristics.

Conclusion
Leading the Team-Based Church does what it needs to do. It provides a beneficial contemporary model for ministry leadership in a postmodern world. The old-style hierarchical pyramidal leadership model served the church well for more than one hundred years because it was how people were used to the world operating. It was sociologically consistent, fitting the prevailing worldview. The Medieval monarchical bishopric model worked a thousand years ago for the same reason--it reflected how people related to one another in a feudal society. Through the Renaissance, Reformation, and the Industrial Revolution, the way people viewed leadership changed. Each time this happened the church accommodated these sociological shifts and found the necessary theological support. Cladis does no differently. Sociological shifts notwithstanding, Cladis's seven attributes of team-based leadership are worthy characteristics for any church.

De Pree presents a philosophy that while in many ways is timeless, is never a cliche. His emphasis upon people, their potential, and the elements present in strong, enduring organizations, will appeal to leaders working in any industry. De Pree offers the reader refreshing thoughts about the importance of service to others in an era of forgotten virtues. It is one of the most elegant and inspiring books I have come across lately.

This book is among the best books on leadership ever written. I keep a copy next to my computer at the office and I also have one next to my laptop in the study -- the book is a reference guide for me almost daily. Although written with non-profits in mind, the book speaks to universal truths and eternal concepts -- things that bring fulfillment and meaning to any kind of work. I believe chapter two (What's a Movement?) is the best business book chapter of content I've ever read. It speaks to the importance of higher purpose thinking. Buy it. You'll be glad you did. Buy a bunch and hand them out. They'll be glad you did.

After having read "Leadership is an Art", and "Leadership Jazz", I didn't have an idea that this book would have such a significant impact on my thoughts. Working for a non-profit, this book is such a wonderful guide about what it takes to lead an organization that is more concerned about people and less about profit. This doesn't mean that profit is not important, but what the author does say is that there is a considerable amount of heart and soul that goes into the non-profit sector. I especially recommend the section entitled "What shall we measure." DePree looks at key indicators from a perspective that should be imitated by any company that really wants to captivate its customers and employees. The explanation about the difference between a "movement" and "organization" is also spectacular. A great guide for the future.

Max De Pree continues to bless us with his insightful books on leadership. In this book he helps us to realize that leading without power works best when it is a movement that is being led, and when leaders focus not on success, but on building a legacy. When we are trying to build a legacy we become competent in establishing and maintaining relationships. A true legacy establishes and sustains an enduring direction.

Leading without power includes a vision that is based on morale purpose and active virtue. Nonprofit organizations without the clear insight they received through empowering vision, fail to realize their potential.

When leading people without power, helping them see their spiritual calling in life is mandatory. Many people are not clear about this essential resource.

I enjoyed this book because I am a highly task-oriented person who prefers to begin my thinking from a left-brain prspective. This book challenged me to think about relationships, and to think from a right-brained perspective. Whether your preferences are tasks or relationships, left brain or right brain, you will find great hope in serving community as you allow the message of this book to transform your leadership style.

Some of the highlights of the book I enjoyed:

-- "Followership means we rely on each other, set aside personal agendas, and collaborate for the good of the organization." Before we can be good leaders, we have to be good followers first.

-- Leadership moments do not require much time.

-- Nkosi Johnson's challenge (very effective).

-- Leadership legacy. Important part of this book as we often times don't realize the impact we have on an organization when we leave.

A random walk through the aisles of any major bookstore will reveal literally hundreds of both old and new books on Leadership. "A Legacy of 21st Century Leadership" is a well considered presentation and certainly among the better books on the subject to have recently come out. When combined with "Stewardship - Choosing Service Over Self-Interest" by Peter Block the reader is provided an rock solid foundation to avoid the current fetish of self-honoring that is at the core of the Cult of Legacy, a cult whose members mask grotesque meglomania and passive-aggressive hostility under the guise of meaningful sound leadership principles, practices, and performance.

If the climate of your organization is such that your upper and mid-level leaders and employees wouldn't follow you through the gates of Hell (for all those good and honorable reasons to exhibit this degree of loyalty and determination), then your legacy as a leader may indeed require self-promotion and a blurring of the lines accuracy wise.

Fine book - good touchstone when melded to Peter Block's most excellent work as noted. A sound compass bearing for the credible leader at any level or in any environment.

Greg Walker, co-author
"The Verbal Judo Way of Leadership - Empowering the Thin Blue Line from the Inside Up!" - LooseLeaf Law Publishing

I read this book last year and knew I was going to blend this into my teaching this year. I teach for Concordia University in their MBA program and Les Wallace and Jim Trinka have given us a gift. I used this text in a Seminar in January on "The Power of Personal Leadership" and the students were as one at the end of the seminar in saying this book was a text they would keep for life. It is now being used in the next core course of "Ethical Leadership and Organizational Behavior".

This book blends in many of the best writers on the topic of leadership and then takes the topic to one higher level. I remain amazed these authors were able to pack so much pertinent information into this text. It is a must read for anyone interested in leading any organization in the 21st Century.

Having served 32 years in the law-enforcement profession both as a Police Chief and an elected Sheriff for two terms, I can assure you this is a book that should be at the top of the list for all law-enforecment agency heads and those who aspire to serve in that capacity.

Good job Les and Jim. When is the next one?

Les Stiles
Legacy Leadership,LLC
Bend, OR

This is a great book. A Legacy of 21st Century Leadership synthesizes much of the most compelling research on how leaders learn to lead and provides many useful insights about the importance of leaving a leadership legacy. Jim Trinka and Les Wallace argue that leaders need to make a conscious decision to lead, learn constantly, model effective leadership for the next generation, and focus on developing others. They also advocate developing leaders at all levels across the organization (rather than focusing on a "favored few") and using varied and challenging assignments as a key leadership development tool.

Trinka and Wallace also suggest 10 high-impact leadership legacies to help readers decide on their personal legacy focus. These include Integrity, Adaptability, Developing Leaders at All Levels, Leveraging Diversity, Commitment to Learning, Thinking Differently, Innovation, Transparency, Balance, and Giving Back.

In training courses, I see many managers nod their heads and say "Yes, yes, I understand this leadership stuff is important." What they often lack, however, is a clear commitment to doing the hard work of becoming a more effective leader. Trinka and Wallace actually included a whole chapter on "Choosing to Lead," and make the point that: "Not one single leadership principle requires permission from anyone other than you. No excuses, you're not a victim. What are you waiting for?"