Summary of Synchronicity

The Inner Path of Leadership

Berrett-Koehler, more...

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Synchronicity book summary
The philosophy of servant-leadership drew Joseph Jaworski from his law practice to a more spiritual pursuit: teaching leadership based on connection, flow and the unfolding of the universe. If you want the new age take on leadership, come on in.

Rating

5 Overall

6 Applicability

4 Innovation

5 Style

Recommendation

Joseph Jaworski was a practicing litigator when he learned about the concept of the "servant leader." Inspired, he left his legal practice and created the American Leadership Forum (ALF), which trains corporate leaders in using the servant-leader model. Synchronicty , which recounts Jaworski’s journey, aspires to novelistic drama, and in fact, Jaworski describes the tale in terms of the traditional literary hero’s quest. While not exactly the labors of Hercules, anecdotes in which Jaworski talks his way out of a mugging and meets his wife by passing her in an airport are entertaining, but less informative than the author might hope. The book contains a lot of New-Age jargon and collective-consciousness sermonizing. Nevertheless, for managers who want to be something more - leaders -getAbstract.com recommends Synchronicity not as a useful how-to, but rather as a business leader’s inspirational biography.

In this summary, you will learn

  • Why good leaders acknowledge the natural laws of the universe
  • Why conscientious companies strive for social accountability
  • Why the emotional aspects of change are frequently the most difficult to deal with
 

Summary

Discovering the Inner Path of Leadership
Discovering the inner path of leadership is much like going on the four-part journey described by Joseph Campbell in The Hero with a Thousand Faces. This hero’s quest is an "archetype of the change process" that humans go through; organizations ...
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About the Author

Joseph Jaworski began his professional career as an attorney with the Houston-based firm Bracewell & Paterson. In 1980, he founded the American Leadership Forum, and has since served as head of Global Scenario Planning for the Royal Dutch/Shell Group of Companies in London. In 1994, he joined the MIT Center for Organizational Learning, where he works with a consortium of corporations to build learning organizations. He is also a founder and chairman of the Center for Generative Leadership.


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