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Learning for Leadership: Interpersonal and Intergroup Relations

Author(s) : A.K. Rice

Learning for Leadership: Interpersonal and Intergroup Relations
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Synopsis:

This study is designed to teach readers of the human problems of leadership, and to show new conceptions of leadership and new methods of training relevant to our modern industrial society.

This volume is one of a series being reissued by Karnac books representing the theory and practice of organizational development used over many years at the Tavistock Institute of Human relations.

Reviews and Endorsements:

'This study, based on the experience of a series of residential courses and conferences that provide participants with opportunities to learn about the human problems of leadership, raises issues of vital importance in an industrial society that must evolve new conceptions of leadership and new methods of training adequate to the needs of changing technologies.

'Anyone concerned with the development of management training programs, or who realizes that 'process' training, rather than simply and solely 'content' training, is necessary for management development will find this book a useful introduction to training techniques in interpersonal and intergroup relations.'
- Industrial Training International

'In a field where so much is new, Mr. Rice and his colleagues are to be congratulated on the careful way they have evolved the conference structure. The book is written from experience and has a living quality about it.'
- David King, British Journal of Social and Clinical Psychology

'For anyone wondering about the feasibility and drawbacks of instituting a course of sensitivity training, there is a lot to be learned from the experience of members of the Tavistock staff, much of which must have gone in to the making of this report.'
- Engineering

'Those concerned in the development of management training programs, as well as social scientists interested in the problems of organization and group relations, will welcome this book.'
- Higher Education Journal

Notes about the author(s):

A.K. Rice joined the Tavistock Institute of Human Relations in 1948 and worked there until he died in 1969. It was at the Tavistock that Ken developed his method of critically analysing society, in particular addressing problems facing managers in industrial settings. He directed the Tavistock Institute's group relations programme and training events, including Leicester Conference till 1969. He later wrote a book about his experiences running Leicester, called Learning for Leadership: Interpersonal and Intergroup Relations. Rice died suddenly on 15 November 1969, aged 61. His memorial service included tributes from his friends and colleagues, including Jock Sutherland, who described Rice's work at the Tavistock: ""Ken's first endeavour with us was to create a small group of senior representatives of industry and administrators which met under the leadership of Wilfred Bion. Bion's influence on Ken remained a profound one and it established his future interest in group experience as a method for the personal development and understanding of those in leadership roles. His pioneering work in this field - perhaps one with quite remarkable potential for the educational needs of our society - was rewarded in the most gratifying way possible, its adoption by a wide range of institutions including industry, government departments and the clergy."" The A.K. Rice Institute in the United States was set up by Margaret Rioch, Eric Miller and other colleagues in memory of Ken Rice and to continue the work he had started in America.

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