Heroic leadership: Best practices from a year-old company that changed the world. Chicago: LayolaPress. Ignatius Loyola, founder of the Jesuit order of the Catholic Church. Lowney, once a priest himself, later worked for the investment bank of J. Love, that is engaging others with a positive and loving attitude; teams were bound by loyalty and affection, not backstabbing and second-guessing. However, if followers are not recognized, their energy will be sapped.
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Heroic leadership: Best practices from a year-old company that changed the world. Chicago: LayolaPress. Ignatius Loyola, founder of the Jesuit order of the Catholic Church. Lowney, once a priest himself, later worked for the investment bank of J. Love, that is engaging others with a positive and loving attitude; teams were bound by loyalty and affection, not backstabbing and second-guessing.
However, if followers are not recognized, their energy will be sapped. Leadership is a way of living, not an act; it is self-development. Loyola started with a shady background; two failed careers, arrests, multiple run-ins with authorities and no money.
However, they had a high profile and were often in the middle of controversies. In Chapter 4, Lowney mentions four leadership models: 1 the explorer, illustrated by Benedetto de Goes, who went to China in the latter part of the s. Some say he died a failure, but he survived journeys that demonstrated the overland routes between India and China and interacted with Hindu and Muslim scholars.
He also survived deserts and mountains and undertook a 3, mile trek that took nearly four years; 2 the linguist, mapmaker and priest named Matteo Ricci. His journey to Beijing began in the late s. He learned the Chinese language and characters and adopted the Chinese culture by assimilating himself into it in various ways. He and his colleagues maintained a low profile. He worked for 48 years as a university professor and trained recruits for a changing world Clavius was responsible for the mathematics that led to our present day calendar.
Lowney notes that most people, including leaders, find it difficult to face challenges when there are unpromising situations. Chapters 5 to 9 enlarge upon the four pillars of the Jesuits. As an example of self-examination, after several years they were called back for self-reflection, not simply professional development. Lowney quotes Daniel Goleman on emotional intelligence , noting self-awareness, self-regulation, motivation, empathy and social skills and applies this to the Jesuit recruits self examination of: 1 reflection on personal characteristics; 2 having an integrated worldview; 3 demonstrating respect for creation and other people; 4 appreciation of oneself as loved and appreciated; 5 ability to tune out every day distractions; 6 demonstrate an appropriate decision making process.
According to Lowney, leadership in the Jesuit manner was to: 1 turn corporate goals into a personal mission; 2 create a proper company culture that they modeled; 3 provide opportunity for people to grow in a way that went beyond their personal interests.
They saw the needs and responded to them, even when not prepared in terms of the number of recruits or the funds available. They would see a good idea and then build their priorities accordingly. However, even the Jesuits found it difficult to maintain their vision. The Jesuits had found common ground with those who had different viewpoints and had toned down their rhetoric. The Jesuit Company virtually collapsed without the support of the managers in Rome and the Pope effectively suppressed them.
The Jesuits crawled out of the woodwork some 30 plus years later, seemingly feeling that they had nothing to lose. What other company ever reemerged after forty years of suspended animation—with its leadership principles intact? Chapter 11 sums up the four core values that reinforce leadership. The man sent was Johann Adam Schall von Bell. However, upon the death of the emperor Shun—chih, Schall was soon served with a death warrant and stripped of all his duties and titles.
Chapter 12, the Conclusion to the book, reviews the Jesuit principles that Loyola outlined: Aiming high and pointed towards something great Not only thinking outside the box, but also living outside the box Exemplifying love through purpose and passion Basing leadership virtues on self-awareness How then can present day managers lead their leaders?
By example—leading themselves By developing the best talents By promoting self-examination By being ready for adventure By investing time with employees By questioning the status quo Grasping your own leadership role: Appreciate your dignity and potential Recognize your weaknesses.
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Each Jesuit recruit emerged from his initial day Spiritual Exercises programme with invaluable personal strengths. Secondly, a profound trust and optimism that the world presents plenty of opportunities to pursue. Leaders face the world with a confident, healthy sense of themselves as endowed with talent, dignity and the potential olwney lead. Lowney noticed that many up-and-comers with raw talent and sheer ambition, either were terrified of making major decisions, or terrorised anyone who dared make a decision without them.
Heroic Leadership: Best Practices from a 450-Year-Old Company That Changed the World / Edition 1