This book is terrific. The only thing I wish was different is that she told stories about leaders in organizations and how they exhibited or didn't exhibit the behaviors she discussed and what the effects were on their organizations.

While I am an admirer of Prof. Brown's work overall--particularly in lifting up the value of mutuality and vulnerabilty--this book is lacking in many ways. It appears that a lot of Prof. Brown's ideas have been shoehorned into a leadership context without an understanding of what complex and fast paced organizations are dealing with in this moment. The fact is that businesses are not generally safe places for people--even when there is great leadership. Case law and the chipping away of worker's rights means that vulnerability can and will be weaponized against those who have less power, or when/if they run afoul of leadership. How easily some of the recommended techniques could be used for manipulation. The chapter on values is particularly bad and devoid of a fully realized ethical construct. Finally, the neologism--"operationalizinator" is just horrible.

What a civilized world this would be if everyone read and learned from her research. Good read!

I borrowed Dare to Lead from the local library, as I do most books. Ten pages into this book, I realized I had to have my own copy. It's a book I will continue to refer to time and again.

What is the matter with people that, every two or three years, yet another author takes a collection of the latest buzzwords and bogus theories, cooks them up into a whole book, or worse, several books, and then launches them into a series of lectures, "workshops," "certifications," ad nauseum?People either don't get the clue that it's just this year's version of "Who Moved My Cheese?" or figure it's an improved version thereof.I know. One shouldn't argue with fools. But isn't it awfully tiresome how much time and money gets wasted onverbal cotton candy like this?