Transparency

How Leaders Create a Culture of Candor

by Warren Bennis , Daniel Goleman , James O’Toole

Number of pages: 144

Publisher: Jossey-Bass

BBB Library: Leadership

ISBN: 9780470278765



About the Authors

Warren Bennis : Warren Bennis is Distinguished Professor of Business Administration and Founding Chairman

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Daniel Goleman : Daniel Goleman authored the best-selling books Emotional Intelligence and Primal Leadership.

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James O’Toole : James O'Toole is the Daniels Distinguished Professor of Business Ethics at

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Editorial Review

This work exposes the biggest challenge in leadership. The authors look at what conspires against a culture of candor in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness.

Book Reviews

"The book's first few pages recount the story of outcry by Chinese citizen journalists who used Web 2.0 tools to oppose the location of a plant that would have produced toxic chemicals." Ezine Articles

"In Transparency, the authors a powerhouse trio in the field of leadership look at what conspires against "a culture of candor" in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness. " Human Capital Review

"Transparency is good because it reduces the hazard of being exposed to uncomfortable truths and reputation damage, as a sort of risk-reduction strategy, as well as transaction costs, as the sharing of information creates trust and, hence for companies, ‘maximizes the likelihood of success’" Academia

Books on Related Topics

Wisdom to Share

The new transparency is changing us in unanticipated ways we don’t yet recognize.

If anything is clear, it is that executives will not begin to act virtuously as long as boards continue to reward misbehavior.

The anxiety of living with these secrets is often allayed by ignoring them.

Problems that are not acknowledged, rarely get better on their own.

The rules we learn as family members teach us what we should pay attention to, and how we should speak about what we notice.

In order to continue to receive reliable information, those in power must be aware that whatever they hear from their direct reports has probably been heavily edited.

A universal problem is that when employees speak to their leader, the very nature of the message tends to change.

There is no need to say that complete transparency is not possible, nor is it even desirable, in many instances.

It simply means that critical information gets to the right person at the right time and for the right reason.

An organization’s capacity to compete, solve problems, innovate, meet challenges and achieve goals varies to the degree that information flow remains healthy.

We are uneasily aware that the present has no shelf life.

Each new revelation reminds us that the ground is not solid beneath our feet.

Greater transparency has brought bewilderment as well as enlightenment, confusion as well as clarity.

There is no need to say that complete transparency is not possible—nor is it even desirable, in many instances.

The successful flow of information is not automatic and often requires the leader’s commitment.

For any institution, the flow of information is akin to a central nervous system.

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