The Stanford Method for Ultimate Leadership

Description

★Knowledge on leadership from a lecture about human principles given at Stanford University — never before released to the public

★Discover “realistic organizational theory” and a “concrete to-do list” based on elaborate company surveys, psychology, and neuroscience research.

★ There are various evidence-based methods for dealing with difficult group psychology, which every leader is faced with.

★ The knowledge of a Harvard, University of Tokyo, and Stanford professor is condensed into this one book.

Psychologists who have been recipients of this required Stanford leadership course analyze the mechanisms of leadership and how to acquire the utmost cohesion.
– People despise superiority

– One opinion becomes consensus, establishing a bad reputation

– Leaders receive no prize for effort

Leaders are up against the group psychology of their team on a daily basis.
What type of assertiveness is needed to create cohesion? Unlock four important skills needed to become an assertive leader. This book provides “concrete methods” that all leaders and organization members need to know.

From the table of contents

Prologue: Leadership principles — We are the Leaders

・Ivy League Leadership theory
・The “leader + follower” format will fail

Chapter 0: A difficult group — What creates walls in an organization? The reality of a leader

・What team you’re in can change how you feel

・The leader’s “splendid way of thinking” is not understood

Chapter 1: Assertive leaders mobilize people — A leader who fosters cohesion

・The logic that “it’s okay to be weak” is harmful to leaders

・Be a “strong leader,” if only objectively

Chapter 2: Authentic Leadership — Build a foundation to foster human nature
・Possess the mind of a beginner

・ Keep intervention “small and frequent,” to make goals reachable

Chapter 3: Servant Leadership — Foster real trust

・Distinguished people become servants

・The aim of medical treatment that reveals medical error

Chapter 4: Transformative Leadership — Transform your team

・Telling your staff directly what they’re worth provides the best results

・The importance of generosity

Chapter 5: Cross-Border Leadership — Establishing “ideal relationships” that last

・Even changing one’s post can make a world of difference

・Surround others with lots of gratitude

From the editor "Umechan"

This book covers “pragmatic leadership theory,” backed by scientific research, that deals with “group” conditions. I have been surprised to see so many leadership books claiming weakness is a virtue. I’m under the impression that people don’t follow soft leadership. When I shared this opinion with Professor Murphy, he agreed. But it’s also not a good idea to be all-powerful. What’s important in a leader is being assertive.

This book details an attitude not based on idealistic theory but one of locating a problem and implementing a solution strategy based on clear evidence. Not just pertaining to leaders themselves, the contents of this book relate to any position within an organization, as they offer insight into the inner workings of an organization and the intentions of its members.

Author

Stephen Murphy-Shigematsu

Stephen Murphy-Shigematsu is a Stanford University psychologist. He founded the institution’s Heartfulness Lab. Born in Japan and raised in the US, he received a doctorate in psychology from Harvard University. Since 1994, he has been teaching as an assistant professor at the University of Tokyo International Center and Graduate School of Education.

After returning to the US, he began working as a specially appointed professor at the Stanford School of Medicine. He is currently an instructor of the new Leadership Innovations course within the Health and Human Performance program, teaching global skills, diversity and leadership skills based on Mindfulness and EQ Theory research to medical school undergraduates. He is also the director of the Global Youth Leadership Program.

Outside of the university, he conducts leadership workshops and lectures at US government institutions, Japanese companies, medical and educational institutions, and so on, and gives lectures in other Asian countries and in Europe.

His authored works include Stanford University Mindfulness Classroom (Kodansha), Multicultural Counseling Narrative (University of Tokyo Press), Amerasian Children—An Unknown Minority Problem (Shueisha Shinsho), Multicultural Encounters (Teachers College Press), When Half Is Whole (Stanford University Press), and From Mindfulness to Heartfulness: Transforming Self and Society with Compassion (Berrett-Koehler Publishers).