원제: WHAT PHILOSOPHY CAN TEACH YOU ABOUT BEING A BETTER LEADER
가제: 더 나은 리더가 되기 위한 철학
저자: Alison Reynolds, Dominic Houlder, David Giles Lewis, Jules Goddard
232쪽
비즈니스실용, 철학
2019.10 출간
** Rights Sold: 스페인, 베트남 (한국어판 계약 종료)
좋은 리더는 먼저, 좋은 인간이어야 한다 - 철학은 어떻게 리더십을 바꿀 수 있을까?
경영학 전문가들이 들려주는 철학 강의.
수십 년 동안 우리는 경영학자, 심리학자, 경제학자들의 조언에 따라 어떻게 사람에게서 최대의 성과를 끌어낼 수 있을지 고민해 왔다. 끊임없는 성과 압박과 효율성 중심의 시스템, 상명하달식 리더십은 오히려 구성원들을 소외시키고 무기력하게 만들었다. 더 많은 매출, 더 나은 전략, 더 빠른 실행이 강조되지만, 사람들은 점점 일에서 의미를 잃고 ‘일터의 톱니바퀴’처럼 느끼고 있다. 이 책은 숫자와 생산성의 한계를 정면으로 마주해, 기존의 경영학적 리더십 이론에서 벗어나, 철학의 언어로 새로운 리더십의 가능성을 탐구한다.
경영학 전문가인 네 명의 저자들은 아리스토텔레스와 소크라테스, 스토아 철학부터 현대의 칸트, 니체, 마르크스, 칼 포퍼, 불교에 이르기까지, 동서고금의 철학자들의 사상을 바탕으로, ‘좋은 삶’과 ‘좋은 리더십’이 어떻게 만날 수 있는지 고민한다. 인간적인 리더십은 숫자가 아니라 관계에 주목하며, 구성원을 ‘성과를 내는 자원’이 아니라 하나의 온전한 인간으로 바라볼 수 있어야 한다. 저자들은 이를 위해 다양한 철학적 키워드를 바탕으로, 피터 린치, 워렌 버핏, 조지 소로스를 비롯한 사례와 프레임워크를 함께 엮어, 리더가 던져야 할 질문들을 제시하고, 인간 중심의 가치로 다시 연결되는 새로운 길을 제시한다.
철학이란 결국 '어떻게 살아야 하는가'에 대한 탐색이며, 그 질문은 리더에게도 동일하게 적용된다. 좋은 리더는 좋은 인간이어야 하며, 이는 곧 철학적 인간이라는 뜻이기도 하다. 전통적인 위계적·통제 중심의 경영 방식을 뒤집고, 진정한 리더십이란 무엇인지 다시 묻는 이 책은, 철학을 통해 리더십의 해답을 찾을 수 있도록 하는 나침반이 되어줄 것이다.
[목차]
About the authors / Preface / Acknowledgements
Introduction: The dehumanized workplace
Why philosophy matters / How we lost our humanity at work / Alienation is the curse of both leaders and led / How this book will work / Note
01 Who can reconnect us with our dreams?
Your dream job and funeral eulogy / Psychologists’ advice about the good life / What’s wrong with feeling good? / Doing what’s good for you / Summary / Questions / Notes
02 Reason and passion in the humanized workplace
Who was Aristotle? / Aristotle’s middle way / A workplace for slaves? / A workplace for animals? / Nietzsche takes us beyond reason / The end of moral authority / Breaking away from the herd / Life as a work of art / The Nietzschean workplace / Summary / Questions / Notes
03 Humanizing strategy
The rise of the strategist / Strategy and inhumanity / Is your strategy about capturing value from others – or creating it? / The Buddha’s strategy advice / A philosophy of connectedness in action / From goal to path / Summary / Questions / Notes
04 Creativity and critical thinking
Learning from capital markets / Peter Lynch and asymmetric knowledge / Warren Buffett and market inefficiency / Comparisons and contrasts between Lynch and Buffett / Category mistakes in business / George Soros and human fallibility / Lessons of success from the capital markets / Popper’s logic of scientific discovery / A Popperian theory of corporate strategy, condensed into four maxims / The paradox of good intentions / An open mind / Conclusion / Questions / Notes
05 A question of example and fairness
A world divided / Max Perutz and the Cavendish Laboratory / Leading in a spirit of fairness / Plutarch’s exemplum / Organizational behaviour and procedural fairness / Fairness in practice / A dangerous collusion / Questions / Notes
06 The gift of authority
Introduction / Tell them we feel un-empowered! / Problem sorted? / What can philosophy tell us about how to use our authority to support empowered people? / The best of intentions / We get it upside down / Authority is a gift / A question of philosophy / Thomas Hobbes – we are born equal / Immanuel Kant – we are duty bound / The categorical imperative and leadership / The chief ethical officer (CEO) / Key ideas / Conclusion / Notes
07 Meaning and communication
The great cascade / Why is telling so compelling? / The tyranny of the tangible and the fallacy of control / Mistaken resistance / How we got here – the rise of the omnipotent leader / What philosophy tells us / The stoic philosophy / Understanding how we come to understand / Understanding as a social process / The road to meaning / Commitment to act / Three lessons from David Hume / A new way – sense making not sense giving / Creating a space where anything is possible / Summary / Questions / Notes
08 From engagement to encounter
The annual engagement survey / So why this approach? / The focus on engagement / Is your agenda worthy? / The trouble with “buy-in” / Engagement is not the problem / What does philosophy tell us? / An alternative – encounter / How can we embrace encounter? / Implications for leadership / The real work / Changing our practices / Being present – a necessity for encounter / Summary / Questions / Notes
09 Values and ethical pluralism
A plethora of values / What is the problem to which a value statement is the solution? / Making it personal / In defence of values statements / Choosing values as though from a menu / The source of moral complexity / Objective pluralism / Pluralism in practice / Moral dilemmas and the middle way / Addressing dilemmas / The method of reconciliation / Conclusions / Questions / Notes
10 The freedom to do what you can
Be careful what you wish for / What can philosophers teach us about our freedom to act and our responsibility as leaders? / The incident of the cat and the wheelie bin / Even if organizations were prisons / Socrates – by force of spiritedness / No more sweeteners / The empowered organization / Summary / Questions / Notes
[저자]
앨리슨 레이놀즈 (Alison Reynolds)
전략 실행 분야에서 탁월한 리더십과 컨설팅 경험을 갖춘 경영 전문가. 아슈리지 비즈니스 스쿨(Ashridge Business School)에서 최고경영자 교육 프로그램 교수진으로 활동하며, 조직의 전략을 실질적으로 실행하는데 필요한 통찰과 역량 개발을 지원하고 있다.
줄스 고다드 (Jules Goddard)
런던 비즈니스 스쿨(London Business School)에서 마케팅 교수로 재직하고, 이후 기업 고객을 위한 액션 러닝 프로그램을 설계한 비즈니스 전문가이다. 현재 프랑스 퐁텐블로의 CEDEP 교수로 재직 중이다. 왕립철학연구소(Royal Institute of Philosophy) 이사회의 일원이기도 하다.
도미닉 홀더 (Dominic Houlder)
런던 비즈니스 스쿨 전략 및 기업가 정신 경영학과 겸임 교수. 국제적으로 저명한 비즈니스 전략가이다.
데이비드 루이스 (David Lewis)
비즈니스와 학계에서 35년 이상의 경력을 쌓아온 경영 컨설턴트이자 기업가. 2019년에는 세계 최고의 경영 사상가를 선정하는 'Thinkers 50 Radar'에 이름을 올렸다. 앨리슨 레이놀즈와 함께 불확실성과 복잡성이 높은 환경에서 조직이 성과를 내는 역량, 즉 '다양성과 성과'에 대해 공동 연구를 진행하고 있으며, 사람들 간의 상호작용의 질(Quality of Interaction)을 분석하고 향상시키는 도구인 'Qi Index'를 개발했다.
[리뷰]
"As business leaders we have an innate feeling that we have to have our team follow us and through them we achieve extraordinary results together. Unfortunately our business training and education all tend to focus on the tangible - results, KPIs, budgets and measurements, and through time these turn the focus upside down and our people somehow become means to an end rather than ends themselves and we become trapped in inhumane work environments over and over again. This book offers a real path to change for frustrated leaders and is a must-read for those who have the courage to take the first step towards making their work environment humane again - fertile ground for them and their team to flourish and contribute greatly to customers, the organization and themselves."
― Savio Kwan, former President and COO, Alibaba
"How can I flourish in an organization while helping colleagues and the organization itself to flourish? This great challenge of the modern world demands a personal response. The authors of this inspiring book evoke philosophers ancient and contemporary, bringing their insights to life as guides to wise and humane leadership."
― Professor John Y Campbell, Economics Department, Harvard University
"This book is a unique and powerful blend of the insights of philosophers and the authors' extensive practical experience of change management. Reading it will challenge every leader to look again at what empowerment means, how organizations really function, and why human values of fairness and trust are vital for sustainable success in the modern economy."
― Sir Martin Donnelly, President, Boeing Europe; former Permanent Secretary, UK Department of International Trade
"To be a successful leader of a modern, sustainable, purpose-led organization that recognizes its responsibilities to the communities it serves, needs more than skills and ability - it needs authenticity. Authenticity is based in a deep leadership philosophy that inspires the individuals leaders seek to lead to take personal responsibility to do the right thing in every interaction they have with others. People want to be empowered, respected and fulfilled at a human level in today's workplace and to know that the values of the organization they work for not only match their own values but are embodied and evidenced consistently in the leaders they work with. What Philosophy Can Teach You About Being a Better Leader gives those who have been given the privilege of leadership new thinking and practical learning to successfully fulfil their roles by recognizing the need for those they seek to inspire to be engaged with meaning and purpose."
― Sir Ian Powell, Chair, Capita plc | 
