What people say about the book
"Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation
Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland)
"As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows and entirely new approach on leadership and management, which regards organizations as living systems."
Erich Harsch, CEO, dm drogerie-markt
"Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The eader's Dilemma, Hope, Bunce and Röösli radically re-define the core principles of management - including accountability, goals, rewards, planning and coordination - to bring management into the 21st Century."
Dr Jules Goddard, Research Fellow, MLab, London Business School
"In a dozen clear principles, The Leader's Dilemmacodifies a rethink of the conventional management model. The book's approach
should be studied by any company aiming to survive and thrive in a transforming business landscape."
Vineet Nayar, CEO of HCL Technologies and author of Employees First, Customers Second
"The Leader's Dilemma tackles one of the core questions of 21st century management: How can leaders build an empowered and adaptive organizations without losing control? Building on examples of companies around the world, Hope, Bunce and Röösli show that this is not a question of re-engineering the organization one last time; it is a question of enduring values and open trust."
Felix Oberholzer-Gee, Andreas Andresen Professor of Business Administration, Harvard Business School
"Traditional 'command and control' management has shown its vulnerabilities in a rapidly changing and dynamic world. By using case examples and specific recommendations, described in twelve principles, the authors show you how to release the untapped potential that exists in every organization. In 2008 SpareBank 1 Gruppen started to build a new management model based on the twelve principles, and I am confident that this will help to give our company a competitive advantage in the coming years."
Kirsten Idebøen, CEO SpareBank 1 Gruppen