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If the morning newspaper's horoscope section is your guide for making decisions throughout the day, then you might find this book delightful and 'insightful.' Reading with a critical mind, however, you will find nothing but ambiguity and contradiction throughout Finding Your Leadership Style.
For example, while explaining leadership in its introduction, the author said, "the following statement... wrong to some extent, 'Leadership is reserved for te few gifted individuals who have the capacity to lead.'" Yet in the following paragraph the author made a contradictory and equally astonishing statement, "We should attract individuals into leadership programs who exhibit and possess specific dispositions, or virtues."
By labelling leadership styles, the author further advanced toward analyzing each of seven leadership labels categorized in the book. Wherever convenient, a famous/infamous person was attached a label -- such as Adolf Hitler for the Dynamic Aggressive and Mahatma Gandhi for the Dynamic Assertive -- to (stereotypically) illustrate a leadership style. When lacking appropriate examples, the author would classify a leadership style as anonymously supportive or a behind-the-scene doer.
The marked lacking of scientifically sound theories and verifiably measurable data makes Finding Your Leadership Style, at its best, a chicken soup for educational leader-wannabes.
All syllogisms have three parts, therefore this is not a syllogism.
You can take all the impact that science considerations have on funding
decisions at NASA, put them in the navel of a flea, and have room left
over for a caraway seed and Tony Calio's heart.
-- F. Allen