From sage to artisan

From sage to artisan

by Stuart J. Wells

1997
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"Going beyond the artificial distinction between management and leadership, this innovative work points out that leadership opportunities are inevitably embedded in the context of management issues, and shows how effective managers are constantly filling the many leadership roles demanded by an organization's needs. Each of the nine roles described in this book - Sage, Visionary, Magician, Globalist, Mentor, Ally, Sovereign, Guide, and Artisan - represents the intersection of a leadership process with the focused responsibilities of a manager. Emphasizing the core values that are a prerequisite for success in any context, From Sage to Artisan shows how individuals, whether team members or top executives, exercise leadership not by having the loudest voice, but by creating order, inspiring action, or improving performance. Practical and profound, this book shows managers how to recognize the leadership opportunities before them, and how to develop and grow in new and challenging roles."--BOOK JACKET.

Discussion questions for From sage to artisan

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  1. 1

    The book challenges the "artificial distinction" between management and leadership. How effectively does Wells argue for leadership opportunities being "inevitably embedded in the context of management issues," and what are the practical implications of this perspective?

  2. 2

    Of the nine leadership roles described—Sage, Visionary, Magician, Globalist, Mentor, Ally, Sovereign, Guide, and Artisan—which one did you find yourself identifying with most strongly, either in your own professional life or in someone you've observed?

  3. 3

    Wells states that leadership is exercised by "creating order, inspiring action, or improving performance." How does the book illustrate each of the nine roles contributing to these outcomes, and which role do you think best embodies each specific aspect?

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