Rajeev Peshawaria: Too Many Bosses, Too Few Leaders

Broadcast in Management

Call in to speak with the host

(646) 915-9212

h:19978
s:1996841
archived
Zane Safrit

Zane Safrit

×  

Follow This Show

If you liked this show, you should follow Zane Safrit.

In his new book, Too Many Bosses, Too Few Leaders (Free Press), Rajeev Peshawaria shares his more than 20 years of discoveries for what an exceptional leader must discover, acquire and master. An exceptional leader is, he writes,  one who not only runs the company but creates a cadre of supporters who understand the company’s goals and missions and work to embody them every day.

Leadership, writes Peshawaria, can neither be learned in a classroom, nor automatically acquired by accepting a big title or position of authority. Leadership needs to be discovered, and there is no shortcut to the discovery process.


The book outlines the discovery process itself, offering steps for creating a leader who can tap into unlimited emotional energy, align the energy of a powerful few and galvanize the energy of the masses to create sustainable success.


My reading list today includes fewer and fewer books from leadership experts. But I made an exception for Mr. Peshawaria based on his journey of discovery with some of the world's leading organizations, as well as the steps he outlines in his book to point his readers in that same direction of discovery that will lead them towards being an exceptional leader.
 

Rajeev Peshawaria is currently CEO of the ICLIF Leadership & Governance Centre based in Kuala Lumpur, Malaysia, which provides executive education and advisory services to organizations  in Asia, Middle East and Africa.

Prior to joining ICLIF in April 2010, Rajeev worked at AMEX, HSBC, Goldman Sachs, Coca-Cola, and Morgan Stanley.  He was  Chief Learning Officer and Head of Talent Management at Morgan Stanley, where he founded Morgan Stanley University, a global earning and Chief Learning Officer of The Coca-Cola Company, where he created and headed Coca-Cola University.
 

Comments

 comments