Exceptional Leadership

Exceptional Leadership by Gilbert W. Fairholm, published by Bloomsbury USA on June 20, 2013, explores the foundational values of independence, freedom, and liberty that characterize America. This edition spans 334 pages and is presented in English. The book delves into how these ideals influenced the actions of America’s founding leaders and continue to shape the perspectives of contemporary American workers regarding their rights and workplace dynamics.
Readers will find a thorough examination of the interplay between personal freedom and professional expectations in the American work environment. Fairholm discusses how the intrinsic belief in individual rights affects the relationship between workers and their leaders, emphasizing that while personal freedom may be limited in a work setting, the underlying ideals remain crucial. The book also touches on themes related to leadership, political processes, and the historical context of these values during the Colonial and Revolutionary periods in the United States.
Official synopsis Publisher
America is best described by values of independence, freedom, and liberty. These values led our founding leaders to undertake revolution. America is American because being Americans each of us assimilates from birth these ideals and values. Americans intuitively assume that they have rights that no one—not their bosses or even government can take away. They see themselves as free enough to choose the kind of life they will live and able to move from where they are to anyplace else—both literally and metaphysically. American workers think they have the right to work or not to work according to their—the worker’s—standards and values of what is appropriate. They grant their bosses fealty as a personal decision and not through compulsion. Of course, most Americans understand that work life entails some limits on personal freedom. But, importantly, the idea and the ideal of freedom are fundamentally present in their make-up. Figuratively, the sky is the only limit to our potential for personal and professional development. Workers expect these values to be honored in the workplace. When they are not, they expend energy in thwarting work systems to maximize their ability to do what their leader wants, but in their way.
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