This statement about David W. Wiley must deal in superlatives. In my thirty years of teaching at Indiana University, I would number him among our top two or three graduate students. He is a first-rate teacher, scholar, director, and designer." -Dr. Richard Moody, professor, Indiana University, and David's Ph.D advisor "Everything about Dave's work shows caring-he cares about people, enough to want to entertain them with quality. He cares about students enough to do the hard work involved in helping them learn the joys of excellence." -Dr. Iva Goldman, colleague, Hilo College, Department of Speech David's classmates, in the Emerson College 1955 yearbook, described him as "SOPHISTICATED . . . the dignity of stained-glass windows . . . the vivacity of sun on chrome . . . alive in his own world . . . belonging to the drama." Their description rang true through 52 years of marriage. Compelled to pick up where they left off, Anna K. Wiley tells the full story of their family drama in the world of a theatre professor in the latter half of the twentieth century. Follow Anna and David's journey through a life of love and happiness, followed by a profound grief when inadequate medical care resulted in David's death.
This book offers alternatives to typical leadership, highlighting new ways of thinking about how individuals can lead effectively. Specifically, it integrates several fields, including neuroscience, behavioral economics, mindfulness, cognitive and social psychology, emotional intelligence, and management decision-making. The authors challenge the “common sense,” mainstream thinking about leadership, arguing that effective leadership depends on a more complicated understanding of the underlying dynamics.When leaders rely on the common sense that they have been taught explicitly or implicitly about leadership, the results are often not effective—for themselves personally, for their followers, for the organizations in which they lead, and for society as a whole. For example, aspiring leaders often believe that the mark of good leaders is their ability to come up with quick answers to problems. Others believe that one’s ability to minimize complexity and uncertainty indicates leadership potential. In addition, despite the literature suggesting the value of engaging in self-reflection, few leaders regularly step back and look inward. Even those who can intellectually discuss emotional intelligence often focus on their ability to influence the emotions of others rather than reflecting on and learning from their own emotions.The book calls for leaders to operate with more humility and greater awareness of the multiple contexts in which they function—approaches that improve life for all organizational members. As leaders become more effective, they will become healthier and more satisfied, less harried, more grounded, and more fulfilled in their lives.
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