Bill George, like many critics, thinks that many of today's leaders have failed us. But he has gone beyond criticism to develop a way of thinking about leadership—and what it means to be a leader today—that may be in tune with our times and the generation of leaders to come.
Bill George, like many critics, thinks that many of today's leaders have failed us. But he has gone beyond criticism to develop a way of thinking about leadership—and what it means to be a leader today—that may be in tune with our times and the generation of leaders to come.
Has there ever been a subject so exhaustively explored and exploited as that of leadership? Professors and pupils, historians and psychologists, management gurus and motivational speakers, political hacks and statesmen—is there anybody who doesn't have an opinion on what constitutes a good leader, and is willing to name names?
Even in this overcrowded field, Bill George stands out. Perhaps because he's actually been tested on the line as a leader—for more than a decade he headed Medtronic, the company that invented the pacemaker. Perhaps because he's also a professor—he has taught at European B-schools and at Yale and currently is a professor of management practice at Harvard Business School. But perhaps, most of all, because he is a serious student of leadership—his most recent book is based on first-person interviews with 125 prominent business leaders.
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