Leadership: Managing in Real Organizations

I have used Sayles in teaching Managerial Leadership, MGST 310 for The University of Maryland's Asian Division over the past 5+ years. The book is either loved or hated, depending how it is presented. But, true management people who practice the basic concepts will learn more from this wordy, cumbersome book than ANY other on the market. Sayles notes that in a complex world, the search is for one-minute answers, but leadership isn't that easy. His opening and closing chapters which point out differences between managers and leaders makes this book so outstanding (sic). Most of my students have moaned at times over some phrases but then would not sell it for winning lottery tickets. The teacher who knows how to work with Sayles will find it the best. Many talk about management functions, actitivities, duties, and cover the what, who, and where. The "how to" is neglected. But, Sayles covers the "how to" and this is his greatness. One can disagree with Sayles focusing only on the Machiavellian uses of power and ignoring the contemporary "shared views." One can bemoan his seemingly extended emphasis on project managers although in retrospect, there is not enough. One cannot find fault with his vivid examples and cases. One must praise Sayles for stressing the importance of lateral relationships vs. the vertical hierarchy...lateral is where things happen. While Sayles' book has to be supplemented for use in the classroom, anyone knowledgeable about teaching can easily write the guiding materials for students to use. Some reject it because of the seemingly complex wording. My rejoinders are: Do you understand leadership and the differences between leaders and managers? My student would mostly say "NO." Certainly those who are serious about becoming true leaders, not self-annoited or appointed types would not abandon this book, anymore than they might leave a compass behind on a trek. There are very few "leaders" although many call themselves such. Read Sayles book and then compare his words to others' actions. The differences become very clear. This is my first "10" as a reviewer. There will be very few others. Dr. Alan D. Kardoff

This is my favorite book on managing. It explains why manager's jobs are important even when they are constantly being interrupted from what they think is their real work, and why it should be that way. It also explains how to be effective in managing real people in real organizations. This is a book I always buy multiple copies of to give away to new managers I work with and friends who are becoming managers.