Description
Book SynopsisFrom cathedrals to cubicles, people go to great lengths and expense to design their living and working environments. They want their spaces to be places where they enjoy being, reflecting who they are and what they care about. The resultant environments in turn become loud, albeit unvocal, leaders for people occupying those corresponding spaces. The design and use of work and living spaces typifies and thematizes expectations for the group. Essentially, the architecture of rooms, buildings and cities creates cultures by conveying explicit and implicit messages. This is evident when people approach and walk into St. Basil's Cathedral in Moscow, the Forbidden City in Beijing, the Sydney Opera House in Sydney, Australia, the Jewish Museum in Berlin, or the Rothko Chapel in Houston, to name some examples.
While leaders oftentimes lack the resources to have their spaces mirror the greatest architectural achievements of the world, they are in a position to use the art and science o
Table of Contents
Chapter 1 Architecture and Leadership Connections Chapter 2 Built Environment as a Place of Identity, Meaning, and Purpose Chapter 3 Defining Architecture as “Good” Chapter 4 Critical Components of Architecture: Building Elements and Design Principles Chapter 5 Three Categories of Specific Design Principles Chapter 6 Leadership and Use Strategies Chapter 7 Architecture and Leadership in Action
