Abraham zaleznik biography
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Managers and Leaders: Are They Different?
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Read solon on Leadership or allied topics Management, Managing employees and Mentoring
A version break into this initially appeared vibrate the January 2004 issue of Harvard Business Review.
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Abraham Zaleznik was the Konosuke Matsushita Senior lecturer of Supervision Emeritus rest Harvard Split School engross Boston.
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Abraham Zaleznik
Psychoanalyst
Abraham Zaleznik (1924–2011) was a leading scholar and teacher in the field of organizational psychodynamics and the psychodynamics of leadership.
At the time of his death he was a Professor Emeritus at the Harvard Business School where he taught for four decades.
He was a practicing psychoanalyst and the author of 16 books.
Biography
[edit]Zaleznik taught at the Harvard Business School for four decades. He authored 16 books and over forty articles. Beginning in the 1960s he studied at the Boston Psychoanalytic Society and Institute. In 1971 he was certified as a clinical psychoanalyst, a rare achievement at a time when most psychoanalytic institutes trained physicians only. He saw patients in a psychoanalytic private practice for 20 years. In 1981 he met Konosuke Matsushita, the founder of the Matsushita Electric Industrial Company, on a trip to Japan. The latter established a chair in leadership at the Harvard Business School, which Zaleznik occupied until his retirement. Zaleznik served on corporate boards, consulted to many businesses, and was an early contributor to the formation of the International Society for the Psychoanalytic Study of Organizations. He died at the age of 87. At the time of his death he had two grown child
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The twice-born personality. Interview by Joe Flower
Abraham Zaleznik focuses on some things that might seem old-fashioned: talent, the individual mind, and a fascination with the content, the product, the nuts and bolts of the business. He is the great champion of the individual in corporate life. There has been a lot of discussion about the difference between managers and leaders. It was Zaleznik who started the discussion some 15 years ago in a seminal Harvard Business Review article called "Managers and Leaders: Are They Different?" A lot of his colleagues at Harvard, prime developers of the profession of management, thought he was nuts. He argued that management and leadership involve completely different mindsets, and that great business enterprises suffer when they are given over to professional managers. His ideas strike sparks against those of other people we have interviewed in this series. He questions the value of the total quality movement, and the importance of teamwork. Where Russell Ackoff spoke of democracy and free markets within the corporation, Zaleznik praises hierarchy. Where Terry Deal found cohesion and motivation in the meanings and rituals of the workplace, Zaleznik dismisses workplace ritual as a waste of time and energy.