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This book bridges the gap between spiritual self-inquiry and practical personal and professional leadership dynamics. Rather than giving formularized answers and concepts, it raises questions which allow the reader to open up to a new leadership paradigm that reaches beyond our old beliefs and structures. It brings leadership back to its bare essence: non-personal inspiration through authenticity and passion. Leadingship is a leadership reflection of Life: ever changing, non-personal, all-inclusive and hugely inspirational. This book is its introduction and a inviting springboard for personal, professional, academic and spiritual exploration.
In Leadership under Pressure, Bob Stewart draws on his experiences in the army and in business, using those experiences to illustrate the key attributes of a leader. In this timely and personal view of leadership, readers learn how to maintain morale in tough times, deal with a crisis, show courage to colleagues, and lead others by example. Stewart's personal experiences including accounts of planning a VIP visit and negotiating with a warlord.
Putting our differences to work means creating an environment where people, naturally unique and different—diverse by nature and experience—can work more effectively in ways that drive new levels of creativity, innovation, problem solving, leadership, and performance in the marketplaces, workplaces, and communities of the world. Debbe Kennedy shows how to make all the dimensions of difference—such as thinking styles, perspectives, experiences, work habits, and management styles, as well as more traditional diversity considerations like gender, race, ethnicity, physical abilities, sexual orientation, and age—tremendous sources of strength. Kennedy draws on the latest research and a wealth of real-world examples to offer compelling evidence showing exactly how putting our differences to work accelerates innovation and contribution. She identifies five distinctive qualities of leadership that leaders must add to their portfolio of skills to make differences an engine of success. And she provides a detailed six-stage process for making the most of differences in the workforce, combining first-person best-practice stories and strategic with tactical ideas to help you put each step into action. Kennedy has written both a personal and a practical guide that changes the prevailing rules of how to think, behave, and operate as a leader, connecting four diverse elements of business and society that have traditionally been siloed: innovation, leadership, diversity, and inclusion. She and futurist Joel Barker also look at how new discoveries, including Web 2.0 technologies, can draw us closer together in previously unimagined ways.
Improving the performance of your employees involves one of the hardest challenges in the known universe: changing the way they think. In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction.
Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? John C. Maxwell knows the answer. ôThe greatest leadership principle that I have ever learned in over twenty-five years of leadership,ö says Maxwell, ôis that those closest to the leader will determine the success level of that leader.ö ItÆs not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you. Whether youÆre the leader of a non-profit organization, small business, or Fortune 500 company, Developing the Leaders Around You can help you to take others to the limits of their potential and your organization to a whole new level. www.DevelopingTheLeadersAroundYou.com
"Manfred Kets de Vries is in a unique and special position to analyze leadership, human development, behavior, and what it takes to be an outstanding leader. Manfred's book, like all his other works, is worth reading several times, preserving it for reading again and again and to reflect and learn." - B Muthuraman, Managing Director, Tata Steel Ltd. "At a very practical level [Manfred Kets de vries] has affected for the better the lives of probably more leaders-and therefore their followers-than anyone else alive. In this book, in an empathic and thoroughly compelling way, he draws on his long coaching career and deeply personal experiences of his own to throw light on leadership, the relationship between leaders and followers, and the challenges we all must face. If you care about these things (and who does not?). you will not be able to put this book down." - John Whitehead, Secretary to the Treasury, New Zealand "This book is a real Bible for anyone striving not only to live with, but to comprehend all the subtleties, ideals, and life roles of a leader in modern society." - Nicholas Chitov, CEO of City Mortgage Bank "Through the clinical lens which Manfred Kets de Vries so aptly applies to business settings, the reader is guaranteed to meet himself, and-who knows-intrigued to go further on the journey of self-examination." - Philippe Haspeslagh, Dean, Vlerick Leuven gent Management School "In this important book, [Manfred Kets de Vries] pauses to look back and review what he has learned over the years. The result is remarkably insightful on several counts; readers will learn much on leadership and career development. they will also better understand the personal and professional development of a giant among leadership scholars." - Jean-Francois Manzoni, Professor of Leadership and Organizational development, IMD "Through a unique understanding of the 'inner theater,' Manfred Kets de Vries provokes leaders to reflect on drivers of their behavior and of those around them. This book provides insight o the tools needed to create high performance teams and achieve personal fulfillment throughout a journey in leadership." - Paul Geason, group Managing Director, Telstra "Whether you are a leader or a follower, after having read this book you will be the opposite, or both. And if not, you will at least understand the neurotic leader, whether it is in your boos, or in yourself. Maybe even in your spouse." - Christian Dreyer, CEO, Hansen Sicherheitstechnik AG, Munich "This new book is a collection of Manfred's intelligence and wisdom. His concept of constructive narcissism will help a lot of leaders to understand themselves and others. Manfred is like good wine, the older the better." - Salem Samhoud, Founder, & Samhoud "In his latest book, Manfred Kets de Vries successfully combines his versatility of roles-as an academic entrepreneur, psychoanalyst, consultant, leadership coach, and professor-to produce an academic classic on leadership from eh perspective of career development." - Vaseehar Hassan, Chairman, Unicorn International Islamic Bank, Malaysia
Based on an extraordinary collaboration between Steve Forbes, chairman, CEO, and editor in chief of Forbes Media, and classics professor John Prevas, Power Ambition Glory provides intriguing comparisons between six great leaders of the ancient world and contemporary business leaders. • Great leaders not only have vision but know how to build structures to effect it. Cyrus the Great did so in creating an empire based on tolerance and inclusion, an approach highly unusual for his or any age. Jack Welch and John Chambers built their business empires using a similar approach, and like Cyrus, they remain the exceptions rather than the rule. • Great leaders know how to build consensus and motivate by doing what is right rather than what is in their self-interest. Xenophon put personal gain aside to lead his fellow Greeks out of a perilous situation in Persia--something very similar to what Lou Gerstner and Anne Mulcahy did in rescuing IBM and Xerox. • Character matters in leadership. Alexander the Great had exceptional leadership skills that enabled him to conquer the eastern half of the ancient world, but he was ultimately destroyed by his inability to manage his phenomenal success. The corporate world is full of similar examples, such as the now incarcerated Dennis Kozlowski, who, flush with success at the head of his empire, was driven down the highway of self-destruction by an out-of-control ego. • A great leader is one who challenges the conventional wisdom of the day and is able to think out of the box to pull off amazing feats. Hannibal did something no one in the ancient world thought possible; he crossed the Alps in winter to challenge Rome for control of the ancient world. That same innovative way of thinking enabled Serge Brin and Larry Page of Google to challenge and best two formidable competitors, Microsoft and Yahoo! • A leader must have ambition to succeed, and Julius Caesar had plenty of it. He set Rome on the path to empire, but his success made him believe he was a living god and blinded him to the dangers that eventually did him in. The parallels with corporate leaders and Wall Street master-of-the-universe types are numerous, but none more salient than Hank Greenberg, who built the AIG insurance empire only to be struck down at the height of his success by the corporate daggers of his directors. • And finally, leadership is about keeping a sane and modest perspective in the face of success and remaining focused on the fundamentals--the nuts and bolts of making an organization work day in and day out. Augustus saved Rome from dissolution after the assassination of Julius Caesar and ruled it for more than forty years, bringing the empire to the height of its power. What made him successful were personal humility, attention to the mundane details of building and maintaining an infrastructure, and the understanding of limits. Augustus set Rome on a course of prosperity and stability that lasted for centuries, just as Alfred Sloan, using many of the same approaches, built GM into the leviathan that until recently dominated the automotive business. From the Hardcover edition.
Introducing a new leadership field of the same name, "Positive Leadership" presents a concise, accessible, and practical guide to strategies that can help leaders reach beyond ordinary success to achieve extraordinary effectiveness.
Eight true stories show that Leaders today aren't just bosses, they're self-starters who take charge even when they haven't been given a charge. Upward leaders get results by helping their superiors lead. They make sure that good ideas don't die on the vine because a boss's understanding doesn't reach down deep enough into the organization. Upward leadership assures that advice arrives from all points on the corporate compass, not just from the top down. And it applies at every level: Even CEOs need to learn about leading up because they ultimately answer to their boards. In Leading Up , Michael Useem offers instructive accounts of this vital and unexplored facet of leadership. Drawing on the extraordinary experiences of real people, Useem shows us what happens when those not in charge rise to the challenge, and also what happens when those who should step forward fail to do so: Civil War generals openly disrespected and frequently misinformed their commanders in chief, with tragic consequences for both sides. COO David Pottruck learned how to lead with his superiors at Charles Schwab & Co. in order to radically change Schwab's core business. Had he been able to convince his superiors of the dire situation in Rwanda, United Nations commander Roméo Dallaire might have prevented the genocide that claimed 800,000 lives. The CEOs of CBS, Compaq, and British Airways concentrated on leading down when they needed to lead up to their boards, too. The result: All three were fired. U.S. Marine Corps general Peter Pace reconciled conflicting priorities while reporting to six bosses with varying agendas by keeping all of them informed and challenging them when necessary. Mount Everest mountaineers admitted they might have protected themselves and others from harm during a fateful ascent if only they had questioned their guides' flawed instructions and decisions. Even in government, representatives often need to first strike a deal, then lead their bosses to embrace it, as examples from the United States and Argentina illustrate. No one ever had a tougher job of leading up than Old Testament prophets Moses, Abraham, and Samuel, who interceded with the ultimate authority. Leading up is not the same as managing up. Managing up is running the office; leading up is taking the reins and exceeding what's expected. As hierarchies everywhere shed much of their rigidity, upward leadership at all levels becomes more possible--and more necessary. Leading Up is a call to action. It asks us to build on the best in everybody's nature, and it offers a pragmatic blueprint for doing so. From the Hardcover edition.
Content Leadership Models of Leadership Leadership Developments Qualities of Good Leadership Characterstics of Leadership Rise and Fall of Leadership Strategic Leadership
What motivates people is an important consideration for captains of industry, commerce and the public sector – in fact anyone who works with other people – since people are central to the success of organizations. Leadership and Motivation explores the subject in depth. Leadership guru John Adair reassesses the theories of Herzberg and Maslow – still the major contributors to our understanding of motivation – in the context of Action-Centred Leadership – the concept pioneered and developed by the author. Central to the book are the Fifty-Fifty Rule and the Eight Key Principles of Motivating Others. With the Fifty-Fifty Rule, Adair states that half of a person’s motivation comes from within and half is due to their environment – especially the leadership they encounter there.
Making Sense of Leadership identifies the five key roles used by effective leaders. A practical, accessible and solution-focused book, it helps entrepreneurs, managers and leaders develop their leadership skills. The authors examine successful leaders to determine the type of leadership roles which succeed. This allows them to present five distinct roles of leadership, which are used to promote positive change and innovation. The authors encourage the reader to play with these, recognizing and taking on those elements which most appropriately suit their situation. Discovering these roles offers an important guide to the new leader, in order for them to shape their own leadership approach. It also provides interesting challenges to the existing leader who wants to refresh their stance in order to tackle a new situation. The book is supported by exercises for both individuals and groups, so that the text can also be used as a learning and development resource and for team facilitation and one-to-one coaching.
Make Every Step Count on Your Leadership Journey How did American Military leaders in the brutal POW camps of North Vietnam inspire their followers for six, seven, or eight years to remain committed to the mission, resist a cruel enemy, and return home with honor? What leadership principles engendered such extreme devotion, perseverance, and teamwork? In this powerful and practical book, Lee Ellis, a former Air Force pilot, candidly talks about his five and a half years of captivity and the fourteen key leadership principles behind this amazing story. As a successful executive coach and corporate consultant, he helps leaders of Fortune 500 companies, healthcare executives, small business owners, and entrepreneurs utilize these same pressure-tested principles to increase their personal and organizational success. In Leading with Honor: Leadership Lessons from the Hanoi Hilton, you will learn: Courageous lessons from POW leaders facing torture in the crucible of captivity. How successful teams are applying these same lessons and principles. How to implement these lessons using the Coaching sessions provided in each chapter. In the book's Foreword, Senator John McCain states, "In Leading with Honor, Lee draws from the POW experience, including some of his own personal story, to illustrate the crucial impact of leadership on the success of any organization. He highlights lessons and principles that can be applied to every leadership situation." This book is ideal for individual or group study as a personal development, coaching, human resource development, or executive training resource.
Describes four mindsets that, together, enable us to have a consistently positive influence Accessible but rooted in the latest research in psychology and social science Features engaging personal stories that bring key principles to life in business situations, at home, and in the community Just as the Wright Brothers combined science and practice to finally achieve the dream of flight, Ryan and Robert Quinn combine research and experience to demonstrate how we can elevate ourselves and the situations and people around us to greater heights of integrity, openness, and achievement—the psychological equivalent of aerodynamic lift. Solidly based in the social science literature—with special focus on recent advances in the study of positive psychology and strengths-based leadership, as well as Robert Quinn's groundbreaking work on organizational effectiveness—Lift identifies four mindsets that will enable us become a consistently positive influence in every aspect of our lives: being purpose-centered, internally-directed, other-focused and externally-open. Separate chapters explore each of these components in depth, analyzing the psychological and social factors that keep people from applying them and what we can do to overcome those obstacles. Although there are exercises and tools throughout to help you understand and apply the authors' lift framework—as well as compelling stories of personal and professional applications of lift—this is not a book about tactics. Rather, the Quinns challenge you to ask: What can I do to be a positive influence?