Leading for a Change: How to Master the 5 Challenges Faced by Every LeaderBringing together the best practices of many of the most highly respected organizational thinkers shaping the future landscape of business, Leading for a Change finally answers the question of how to make leadership success a reality. This book is relevant for all leaders within the organization-from the shop floor, to those pushing the envelop with e-commerce to walnut row. The book's "5 Challenges of Organizational Leadership" enables readers to concentrate on specific tasks crucial to creating a unified, visionary and dynamic organization. The author's unique Leader's Map framework lays out the five universal challenges facing today's leaders: reframing the future, developing followership, teaching and learning, building community, and balancing paradox. The book's leadership "roadmap" and diagnostic surveys help readers assess their organization's current and emerging leadership challenges and devise new adaptable and anticipatory strategies. Drawing from the works of such luminary business gurus as Kouzes & Posner, Senge, Covey, Bennis, Hamel and others, the author has translated their wisdom into practical tools that bring clarity to the order and rhythm of what it takes to be a successful leader. Leading for a Change is straightforward and free from jargon. The unique underlying principles of the book are: Leadership can be learned, thus it is less art and mostly practice Leadership need not be a solo act. Leaders support each other to accomplish organization objectives The most successful leaders focus on using their strengths effectively Effective leaders learn to use leadership tools in ways that are natural to them |
Contents
Chapter 1 The Leaders Challenges | 1 |
Chapter 2 Reframe the Future | 21 |
Chapter 3 Develop Commitment | 57 |
Chapter 4 Teach and Learn | 85 |
Chapter 5 Build Community | 117 |
Chapter 6 Balance Paradox | 163 |
Appendix A | 205 |
Appendix B | 213 |
| 217 | |
| 221 | |
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Common terms and phrases
ability accomplish achieve action approach assess Balance Paradox become behaviors Build Community capabilities chapter competence conflict core strategy create critical cross-functional teams customers decisions define determine Develop Commitment Dicomed direction effectively emotional intelligence employees encourage ensure environment establish example exercise expectations feedback feel Figure focus focused Followership functional functional group goals Human Resources identify implementation improve individual issues Leader's Map leadership challenges long-term mall Mall of America meet mental models move nization operate orga organization organization's organizational learning organizational paradox paradigms participants performance perspective Peterson Phase Polarity Map problems products and services purpose questions Reframe the Future relationships responsibilities role share Six Thinking Hats skills stakeholders Step 3 Step story structure success suppliers Table Teach and Learn thinking tion tive understand values vision workplace