As Gardner observes in his Introduction: "Our understanding of the nature and processes of leadership is most likely to be enhanced as we come to understand better the arena in which leadership necessarily occurs -- namely, the [in italics] human mind. Perhaps this characterization should be pluralized as [in italics] human minds, since I am concerned equally with the mind of the leader and the minds of the followers (whom I sometimes refer to as [in italics] audience members or [in italics] collaborators). Accordingly, this book is a sustained examination, first, of the ways in which leaders of different types achieve varying degrees of success in characterizing and resolving important life issues in their own minds and, second, of how, in parallel or in turn, they attempt to alter the minds of their various audiences to effect desired changes."

What we have here is a sequence of absolutely brilliant analyses of 11 exceptional leaders in quite diverse fields of engagement. As he did in Creating Minds (when analyzing the lives and achievements of Freud, Einstein, Picasso, Stravinsky, Eliot, Graham, and Gandhi), Gardner somehow maintains a delicate balance when respecting (indeed celebrating) the unique genius of leadership of Mead, Oppenheimer, Hutchins, Sloan, Marshall, Pope John XXIII, Roosevelt, King, Thatcher, Monnet, and Gandhi while at the same time explaining how each used the linguistic as well as non-linguistic resources at her or his disposal when attempting to communicate with and thereby convince others of "a particular view, a clear vision of life. The term story [in italics] is the best way to convey this point."

For Gardner, the story is "a basic cognitive form; the artful creation and articulation of stories [or messages] constitutes a fundamental part of the leader's vocation. Stories speak to both parts of the human mind -- its reason and emotion. And I suggest, further, that it is [in italics] stories of identity -- narratives that help individuals think about and feel who they are, where they come from, and where they are headed -- that constitute the single most powerful weapon in the leader's literary arsenal."

It is worth noting that, since the publication of this book, Gardner has become increasingly aware of the importance of understanding and grappling with the "counter-stories" that often loom so large in the minds of the audience. The most effective leaders understand the counter-story and address effectively the questions it raises. As indicated to those who visit Gardner's GoodWork Web site, his on-going studies of intelligence, creativity, and leadership are all conducted in an amoral way-- that is, human capacities can be used for good or ill. For example, Mandela vs Milosevic. Gardner is now trying to understand how human intelligence(s) and creativity can be yoked to serve the wider good.

In Part I of this book, Gardner establishes a framework for leadership, then (in Part II) shifts his attention to case studies which focus on nine of the eleven leaders; In Part III, he focuses on Monnet and Gandhi who illustrate "leadership that looks forward." In the final chapter, Gardner reviews "lessons from the past" and then suggests "implications for the future." I am grateful for the two appendices which follow: a chart which presents "The Eleven Leaders Viewed along Principal Dimensions of Leadership" and another chart on which Gardner records brief comments on ten "Leaders of the Second World War." Those in need of recommended sources for further study are provided with an extensive Bibliography.

The eleven men and women whom Gardner discusses in this book do indeed comprise an unusual combination. Although each is uniquely different from the other ten, all (in Gardner's words) by word and/or personal example, markedly influence the behaviors, thoughts, and/or significant feelings of a significant number of their fellow human beings. The leaders' voices affected their worlds, and, ultimately, our world." For me, it is essentially irrelevant how many persons comprise such a group nor do I have a quarrel with any of those whom Gardner selected. All are eminently worthy. Gardner has his own thoughts as to what lessons can be learned from their lives, of course, but it remains for each reader to make her or his own determination of that. Thanks to Gardner, there is a wealth of information to consider when doing so. He is indeed a brilliant teller of "stories."

Those who share my high regard for this book are urged to read Gardner's earlier work, the aforementioned Creating Minds. Moreover, because they are not included among the works listed in the Bibliography, I presume to recommend, also, Albert Borgmann's Holding On to Reality and Gerald M. Edelman's Bright Air, Brilliant Fire.


The leader as creator and embodiment of 'the story'   June 9, 2000
 26 out of 28 found this review helpful

There are many studies of leadership from almost as many perspectives. Howard Gardner focuses on the leader as creator, teller and living exponent of a story, and makes an overwhelming case for the centrality of this function in leadership, and its complement, countering the counter-stories that exist in the organisation. Leaders who understand and use this book will add greatly to their effectiveness.

The idea of the leader as living exponent of a story is combined with the concept of the 'five year old mind'. Simply put, even sophisticated people are not sophisticated in all domains. In other domains, the common denominator of shared understanding is the 'five year old mind', the five year old having a very concrete, literal and emotionally based understanding of the world. For success, a leader should know how to appeal to the five year old mind, as well as to more sophisticated audiences.

There are three parts - and do not miss the preface to the paperback edition. The first is 'A Framework for leadership', which states the main thesis.

"When one thinks of the leader as a story-teller, whose stories must wrestle with those that are already operative in the mind of an audience, one obtains a powerful way of conceptualizing the work of leading. It is important for leaders to know their stories, to get them straight, to communicate them effectively, and, above all, to embody in their lives the stories that they tell."

The second part consists of case studies of people who exemplify leadership across various domains. It includes examples from each of his two classes of leaders (direct leaders who engage directly with others in action, and indirect leaders (like Einstein) who influence others through their impact on how people see the world).

The third looks forward and summarises the enduring lessons for leadership. The principles that he extracts are both important and practical.

Approached as a guide to exercise of leadership, the case studies can be `dipped into', while Parts one and three are studied for their messages. If necessary, save the case studies for your holidays, because they are well chosen, brilliantly told and make fascinating reading.

It is a book that is not only valuable for the way it treats its core theme. It also provides an immensely fertile starting point for thinking about related issues of change. I first read it during a period in which I was intensely engaged in promoting cultural change in a large organisation and was able to relate very directly to Gardner's analysis and find direct value in his prescriptions.


Well written, but disappointing...   May 24, 2000
 17 out of 26 found this review helpful

Leadership studies are, in the main, disappointing, because they usually catalogue the things that leaders do, or should do-and thus become laundry lists of desirable habits, traits or competencies. Alternatively, leadership studies focus on a list great men, with a woman or two thrown in, and we hope that by studying their success, we can learn about leadership. In this sense, then, Gardner's book continues a tradition that disappoints.

This is not to say his essays in creative and gifted leaders are not interesting-although some are not interesting, such as the portrait of Alfred P. Sloan of GM-or that his list of desirable leadership traits is off base. Gardner does attempt to say things that other leadership writers do not-such as the need for the leader to create a unifying "story," and how the audience (or "followers") affects the leader's range of capabilities. At the end of the book, however, you have had a whole bag of leadership popcorn, and still are hungry.