A Manager's Guide to Leadership
In ‚¨ ̃A Manager‚¨"s Guide to Leadership‚¨", the authors argue two key points:-1. Good leadership is not just a question of possessing and developing the right skill set or aligning yourself with a guru‚¨"s particular model, it is about how you respond to tough dilemmas and difficult challenges. 2. Leadership does not belong to the business top hierarchy, everybody faces leadership challenges whatever level they are within their organization.Based on the winning formula of A Manager's Guide to Self-Development 4 / e, this book provides readers with a range of tools and techniques to help them assess and respond to a variety of difficult challenges.The book is divided into two main parts:Part one helps you to take stock of your own situation in terms of your current skill set, the leadership challenges you are faced and those you are likely to face in the future. Diagnostic activities help you discover your strengths and your weaknesses and identify your own goals for self-development.Part two features 21 practical and thought- provoking activities to assist you develop your skills, thus enabling you to respond to a multitude of challenges. These include:1. 14 situational challenges. Based in part on the findings from a recent government research survey*, these situational challenges are considered to be most pertinent to today‚¨"s managers. Each chapter features case examples, tools and models and suggested follow up work. Challenges include managing mergers, improving work processes, and downsizing. 2. 7 core practices, these are essential strengthening activities for leadership development that can be used in any leadership situation. These include encouraging commitment, developing facilitation skills, and asking the right questions.*Council for Excellence in Management and Leadership 2002
What people are saying - Write a review
We haven't found any reviews in the usual places.
The 21 Challenges of Leadership
24 other sections not shown
Abilene paradox ability action and learning action learning activity appreciative inquiry approach aspects assessment behaviour better business processes Cadbury Schweppes chapter collaborative colleagues commitment communities complex consultants context core competencies Core Leadership Practices corporate social responsibility create decisions design team Diageo diversity Edwards Deming effort encourage Equifinality example experience face facilitation feedback feel Figure Further resources future groundrules Heifetz ideas implementation important improvement individuals integration involved issues knowledge knowledge management lead leader leadership challenges learning company learning organization means meeting merger Mott MacDonald network organization organizational outcomes partners partnership performance Personal Construct Psychology policies priority problems relationships Revans risk sense of purpose sharing simple situation staff stakeholders story strategy streamlining structure targets task things understanding Whitegoods whole systems