Superbosses Book Review

Fortunate people only get a chance to be mentored by admirable bosses in the world today. These bosses enthuse, prepare and encourage their employees in reliable but exceptional ways. Sydney Finkelstein, the author of the book investigated how these incomparable leaders function and recognized his verdict in the book, Superbosses: How Exceptional Leaders Master the Flow of Talent. Superbosses is a book worth positive reception. The book delineates the variation between conventional managers and these exceptional leaders and highlights their preeminent practices. We should be grateful to the author for writing a perceptive and valuable book for practitioners which provides both empirical and practical value of enhancing leadership and managerial

According to Finkelstein Iconoclasts don’t embark to coach or encourage others but what they are most concerned about is their work and their enthusiasm. They are completely engrossed on their vision that they are able to edify in an instinctive, natural way as a normal consequence of their zeal and in service to it. The second type of superbosses i.e. glorious bastards are less in tune to develop others than they are to triumphing; for them nothing is more important than winning. They may want glory and fame for themselves and they may be egoists, but they also recognize the victory of those around them as the conduit to that glory. The third type of superbosses identified by the author is benevolent nurturers. They are ardently involved in developing their people. They are always there to direct and train their protégées, and they are also vigorously affianced with employees to facilitate them in reaching great heights. Sydney Finkelstein was able to identify five traits that these three types of superbosses hold in common; they all possess extreme confidence, when it comes to promoting their agendas and thoughts, they even exhibit fearlessness; all are exceedingly competitive; by nature they are imaginative and inquisitive; they manifest immaculate integrity by being consistently true to themselves, their

In this concluding chapter the author deems that superbosses employ practices that place them above even the best traditional bosses. They search for talent in a different way and employ them in atypical ways. They make high expectations and take it upon themselves to serve as masters. They understand it when their protégés go on to better and superior things, making certain to stay associated. The author suggests that one can go closer to this ideal by experimenting with one or two moves. By following the tactics of superbosses, one can become better at creating a workforce of high performers and also nurture the talent in a better