The Art of Leadership ISE
Höfundar: George Manning, Kent Curtis
5.190 kr.
Lýsing:
The Art of Leadership is based on two ideas: 1. Leadership will take place to the extent the leader cares about the work to be done. Equally important, the leader must care about people. Neither of these qualities is sufficient without the other, and neither can be false. People know when the leader cares. When the leader is committed to the task and is concerned about people, these qualities serve as magnets and motivators to followers, and their potential for achievement becomes enormous.
2. Leadership is an art that can be developed through mastery of nine key areas of success. The successful leader must possess knowledge and skills in the following areas: understanding leadership variables, the power of vision, the importance of ethics, the empowerment of people, leadership principles, understanding people, multiplying effectiveness, developing others, and performance management.
The difference between most other leadership texts and the Art of Leadership can be compared to the difference between a lecture and seminar. Although both are good educational vehicles, the lecture is better for conveying large amounts of information, while the seminar is better for developing skills and attitudes. A good lecture is interesting and builds knowledge, while a good seminar is stimulating and builds competency.
Annað
- Höfundar: George Manning, Kent Curtis
- Útgáfa:7
- Útgáfudagur: 2021-01-05
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- Format:ePub
- ISBN 13: 9781264364022
- Print ISBN: 9781264539611
- ISBN 10: 1264364024
Efnisyfirlit
- Cover
- Title
- Copyright
- Contents in Brief
- Contents
- Preface
- Connect
- Supplemental Information and Instructional Aids
- Acknowledgments
- About the Authors
- The Art of Leadership
- Chapter 1: The Importance of Leadership: Setting the Stage
- What Is the Takeaway Point?
- What Is Leadership?
- The Importance of Leadership
- Three Types of Leaders
- How Many Leaders Are There?
- How Qualities of the Individual and Environmental Factors Influence the Leadership Process
- Qualities of the Individual
- Environmental Factors
- Interaction between the Individual and the Environment
- Where Leaders Learn to Lead and What People Want in a Leader
- Exercise 1–1: Personalizing Leadership
- Satisfactions and Frustrations of Leaders
- Satisfactions of Leaders
- Frustrations of Leaders
- Caring Leadership
- Leadership in the Work Setting
- Nine Key Areas of Leadership
- Chapter One Summary
- Answer Key for Chapter One Summary
- Part 1: Leadership Variables
- What Is the Takeaway Point?
- Chapter 2: The Leadership Equation
- Leadership Trait Theory
- Exercise 2–1: Six Traits of Leadership
- Trait Theory Applied
- Leadership Behavior Theory
- Exercise 2–2: Two Dimensions of Leadership
- Behavior Theory Applied
- Leadership Contingency Theory
- Matching the Qualities of Leaders, the Characteristics of Followers, and the Nature of the Situation
- Case Study: Mr. Black, Ms. Blue, and Mr. White
- Transformational Leadership
- Chapter 3: Leadership Qualities, Characteristics of Followers, and Situational Factors
- Exercise 3–1: Ten Leadership Qualities—How Do You Rate?
- Winston Churchill—Leadership Example
- “Negative” Leadership
- Characteristics of Followers
- Exercise 3–2: Interpersonal Trust Scale
- The Importance of Trust
- Situational Factors
- Different Kinds of Intelligence
- Intelligence and Leadership
- Exercise 3–3: Indicator of Multiple Intelligences
- Multiple Intelligence and Successful Leadership
- Styles of Leading
- Exercise 3–4 What Is Your Leadership Style?
- Leadership Case in the Public Sector
- Leadership Effectiveness Today
- Political Leadership
- Part One Cianbro Case
- Part One Summary
- Answer Key for Part One Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part One Case Toying with Success: The McFarlane Companies
- Exercise 3–1: Ten Leadership Qualities—How Do You Rate?
- What Is the Takeaway Point?
- Chapter 4: The Importance of Vision and the Motive to Lead
- Examples of Powerful Visions
- Vision as an Ideal
- Leader as Visionary and Motivator of People
- Leadership Effectiveness
- Exercise 4–1: Leadership Assessment
- The Concept of Visioning
- Visioning Process Principles
- Visioning Content Principles
- Visioning Application Principles
- The Importance of Alignment, Prioritization, and Execution
- Alignment
- Prioritization
- Execution
- Why Create a Vision?
- Requirements for an Effective Vision
- Social Motives to Lead
- Exercise 4–2: Social Motives in the Work Setting
- Chapter 5: Organizational Climate
- Psychological Climate
- Exercise 5–1: Organizational Climate Questionnaire
- Patterns of Leadership
- Pattern I Leadership (Exploitive)
- Pattern II Leadership (Impoverished)
- Pattern III Leadership (Supportive)
- Pattern IV Leadership (Enlightened)
- The Power of Stories
- Building Community in the Workplace
- Case Study: Community Building and the Role of the Leader
- The Mouse and the Web
- The Struggle to Stay Flat and Fresh
- Merging Cultures
- Part Two Cianbro Case
- Part Two Summary
- Answer Key for Part Two Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Two Case: André Thornton
- What Is the Takeaway Point?
- Chapter 6: Leadership Ethics
- Exercise 6–1: Moral Dilemmas
- No Easy Subject
- The Roots of Ethics
- The Secular Tradition
- The Religious Tradition
- Ethics, Humankind, and Other Animals
- Moral Development
- Levels of Morality
- Lessons in Obedience
- My Lai Massacre
- Virtue: The Nature of Level III, Stage 6 Morality
- Ethics and the Legal Department
- Chapter 7: The Role of Values and Ethics at Work
- The Starbucks Story
- Values and the Importance of Courage
- Traditional Definitions of Good
- Power
- Personal Integrity
- Natural Simplicity
- God’s Will
- Pleasure
- Greatest Good for the Greatest Number
- Pragmatism
- Duty and Right Action
- Honesty as a Leadership Value
- Full-Swing Values
- Leadership and Values
- How Leader Behavior Influences Employee Conduct and Organizational Reputation
- Personal Values
- Exercise 7–1: Personal Values–What Is Important to You?
- Exercise 7–2: Values Auction
- Organizational Ethics
- Why Is Ethics at Work Important to Leaders?
- Business Ethics across Cultures
- Ethical Climates of Organizations
- Exercise 7–3: Organizational Ethics
- The Tylenol Story
- The WorldCom Case
- Case Study: Wendy Kopp–the Recruiter
- Exercise 7–4: Values Flag
- Exercise 7–5: The Fallout Shelter
- Part Three Cianbro Case
- Part Three Summary
- Answer Key for Part Three Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Three Case: Patagonia
- What Is the Takeaway Point?
- Chapter 8: Leadership Authority
- Servant Leadership
- Access, Communication, and Support
- A Case of Servant Leadership
- Authentic Leadership
- Military Leadership
- Participative Leadership Philosophy
- An Open-Book Example
- The Leadership Position
- Negative Consequences in the Use of Power
- Sources of Leadership Power
- Exercise 8–1: What Type of Power Does Your Supervisor Use?
- Leadership, Psychological Size, and Two-Way Communication
- Lessons from Gandhi
- Servant Leadership
- Principles of an Empowered Workplace
- Characteristics of an Empowered Workplace
- The Importance of Communication
- Managing the Grapevine
- Filling the “Need to Know” Gap
- Communication Problems and Solutions
- Distance
- Distortion
- Fear
- Trust
- Size
- Complexes
- Structure
- Conflict
- The High-Performance Workplace
- Leadership Challenge
- The Quality Movement
- W. Edwards Deming
- The Deming Way
- Philosophical Roots of the Quality Movement
- Beginning with Taylor
- Scientific Management and the Model-T
- The Human Relations School
- A Human Relations Pioneer
- Experiments in Participative Management
- Quality Synthesis
- Improving Performance through Quality Initiatives
- Background
- Financial Benefits of Improving Quality
- Continuous Improvement Today
- The Toyota Way and the Starbucks Experience
- Malcolm Baldrige National Quality Award
- What Is Quality?
- Part Four Cianbro Case
- Part Four Summary
- Answer Key for Part Four Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Four Case: Pike Place Fish Market
- What Is the Takeaway Point?
- Chapter 10: Effective Leadership and Human Relations
- Proven Principles of Leadership
- Exercise 10–1: Leadership Report Card
- Leadership Lessons from Steve Jobs and James T. Kirk
- The Changing Meaning of Work
- Work Morale
- Raising Employee Morale
- The Measurement of Morale
- Exercise 10–2: Morale Survey—What Is Your Level of Morale?
- Employee Morale and the Role of Management
- Work Morale and the Role of the Leader
- Case Study: The Importance of Morale
- Practical Leadership Tips
- Psychological Health and the Concept of Flow
- Job Design and Work Satisfaction
- The Importance of Human Relations
- Human Relations in the Workplace
- Basic Beliefs about People
- Effective Human Relationships
- 1. Help People Feel Important
- 2. Avoid Arguments
- 3. Don’t Be a Complainer
- 4. Show Interest in Others
- 5. Remember People’s Names
- Abuse and Physical Violence
- Sexual Harassment
- What to Do When People Complain
- Trust and Respect in Human Relations
- Exercise 10–3: Styles of Human Relations
- Exercise 10–4: The Dyadic Encounter
- The Art of Listening
- Capitalize on Thought Speed
- Listen for Ideas
- Reduce Emotional Deaf Spots
- Find an Area of Interest
- Judge Content, Not Delivery
- Hold Your Fire
- Work at Listening
- Resist Distractions
- Hear What Is Said
- Challenge Yourself
- The Importance of Listening as a Leadership Skill
- The Enlightened Workplace
- The Evolving Context of Human Relations
- The Virtual World Hits Home
- Teamwork Means Life and Death at Mayo Clinic
- Excellent Teams
- Exercise 11–1: Characteristics of an Effective Group
- Positive versus Negative Group Member Roles
- Dealing with Problem Behavior
- Designing Teams for Success
- Exercise 11–2: Problem-Solving Styles–Darwin, Einstein, Socrates, and Ford
- Leader as Team Builder
- The Importance of Hiring and Developing Winners
- How to Create a High-Performance Team
- Virtual Teams
- Deciding When to Use a Team Approach
- Stages in the Life of a Group
- Avoiding Groupthink
- Team-Building Interventions and Techniques
- Exercise 11–3: Team Excellence
- Force Field Analysis
- Appreciative Inquiry
- The Role of the Leader in the Team Concept
- The Team Concept in Business Today: The Cisco Case
- Team Dynamics
- The Human Side of Team Effectiveness
- Exercise 11–4: Lost in Space
- Exercise 11–5: Broken Squares
- Part Five Cianbro Case
- Part Five Summary
- Answer Key for Part Five Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Five Case: Hot Topic: Employees with Passion
- What Is the Takeaway Point?
- Chapter 12: Human Behavior and the Art of Persuasion
- Psychological Forces
- Exercise 12–1: Characteristics of the Self-Actualized Person
- Motivation in the Workplace
- Exercise 12–2: Motivation at Work
- Why People Do What They Do
- Employee Engagement
- Roots of Engagement
- Causes of and Solutions to Disengagement
- Keys of Engagement
- Emotional Intelligence
- Exercise 12–3: What Is Your EI at Work?
- Developing Emotional Intelligence in the Work Setting
- The Art of Persuasion
- An Understanding of People
- The Effective Use of Words
- The Ability to Manage Conflict
- Exercise 12–4: Styles of Conflict
- Chapter 13: The Diversity Challenge
- A Brief History of Diversity
- Managing Diversity
- Influence Across Cultures
- Diversity Prescription
- Benefits of Diversity
- Diversity Strategies and Techniques
- What Individuals Can Do
- What Organizations Can Do
- Hindrance Habits
- Exercise 13–1: The Diversity Wheel
- Why Tolerance Is Important
- Can People Change?
- Gender Diversity in the Workplace
- Communication across Genders
- Managing Mixed Groups
- Women in Leadership Positions
- Generational Differences
- Leadership, Diversity, and Personal Example
- Part Six Cianbro Case
- Part Six Summary
- Answer Key for Part Six Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Six Case: Cirque du Soleil: A Truly Global Workforce
- What Is the Takeaway Point?
- Chapter 14: Effective Delegation and How to Assign Work
- Delegation Success Story
- Exercise 14–1: Delegation Diagnosis
- Steps and Rules for Effective Delegation
- Assigning Work Effectively
- Person–Position Fit
- Job Families
- Exercise 14–2: Understanding Personality and Occupational Types
- Good Work
- Management Roles and Skills
- Exercise 14–3: Functions and Levels of Management–In-Box Practice
- The Vital Shift—Moving from Doer to Coordinator to Thinker
- The New-Job Tryout
- Chapter 15: The Role of Personality
- The Importance of Self-Concept
- Personality Plays a Part
- Exercise 15–1: Cardinal, Central, and Secondary Traits–Personal Evaluation
- Exercise 15–2: Interpersonal Style Questionnaire
- Types of People and Types of Culture
- Personality and Culture
- Understanding Others
- Dealing with Different Types of People
- Solving Personality Differences
- Leadership Needs and Organizational Contributions of Different Styles
- Mixing Personalities to Strengthen the Group
- Interpersonal Styles and Leadership Effectiveness
- Personality Consistency—the Big Five Personality Traits
- Exercise 15–3: The Big Five Personality Test
- Case Study: Understanding People–Steve Job’s Personality
- Part Seven Cianbro Case
- Part Seven Summary
- Answer Key for Part Seven Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Seven Case: Generation Next Changes the Face of the Workplace
- What Is the Takeaway Point?
- Chapter 16: The Leader as Coach
- The Development of Others
- Types of Coaches/Leaders
- Principles of Developing Others
- Training in the Workplace
- Exercise 16–1: Numbers Never Lie
- Measurement of Learning Effectiveness
- Developing Leaders
- Stretch Assignment
- Coaching for Success
- Leadership Development for Organization Success
- The Employer–Employee Relationship
- What Employers Want in an Employee
- What Employees Want in a Company—How to Attract and Keep Good People
- Managing Human Capital
- Peak Performance
- Personal Performance
- The Development of Others
- Change in the Workplace
- Managing People through Change
- Rules to Guide Leaders in Implementing Change
- Understanding Complex Organizational Change
- Case Studies
- Case Study: The Challenge to Change at Starbucks
- Case Study: Leading Change at Ford Motor Company
- Case Study: Change in the Waste Industry
- The Diffusion of Innovation
- The Role of the Individual
- Myths and Realities in Dealing with Change
- Overcoming Fear
- The Importance of Attitude
- Strategies for Dealing with Change
- Initiating Change
- Avoiding Burnout
- Exercise 17–1: Up in Smoke–Are You Burned Out?
- Dealing with Burnout
- The Leader’s Role in Burnout Prevention
- Job Stress
- Stress in the Modern-Day Workplace
- Stress Levels and Job Performance—Occupational Overload and Underload
- Tension in the Tower
- Assembly-Line Hysteria
- Stress at Work and Public Policy
- Stress across Cultures
- Women, Work, and Stress
- The Executive Monkey Studies
- Job Stress Interventions
- Wellness Programs
- Eschewing Crazy-Busy
- The Role of the Family
- Exercise 17–2: Family Report Card
- The Stress-Resistant Person
- Exercise 17–3: Characteristics of a Hardy Personality
- The Stress-Prone versus the Stress-Resistant Personality
- Developing Resilience
- Personal Commitment
- Sense of Control
- Positive Attitude
- Balanced Perspective
- Caring Relationships
- Part Eight Cianbro Case
- Part Eight Summary
- Answer Key for Part Eight Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Eight Case: Working Smart
- What Is the Takeaway Point?
- Chapter 18: Managing Performance
- Exercise 18–1: The Performance Management Lab
- Taking Aim and Taking Stock
- Setting Performance Objectives
- Conducting Performance Reviews
- Deloitte Feedback Method
- Evaluating Leaders
- Exercise 18–2: How Does Your Supervisor Rate?
- Exercise 18–3: Leadership Physical
- Performance Management Strategies
- Followership—Would You Hire You?
- Exercise 18–4: Putting Your Best Foot Forward
- Chapter 19: Professional Performance and Sustaining Discipline
- Exercise 19–1: The Performance Pyramid
- Improving Performance
- Statesmanship
- Entrepreneurship
- Innovation
- You Can Improve If You Want To
- Performance Success Story—a Case in Point
- Case Study: A Performance Success Story
- The Role of Organizational Support
- Five Levels of Performance Excellence
- Organizational Performance
- Benchmarking
- Exercise 19–2: Benchmarking the Best
- Organizational Success
- From Logging in the Woods to Taming the Ocean
- Reaching the Summit
- Turning the Ship Around
- The Kite and the String
- Organizations in Progress
- Improving Performance through Behavior Modification
- Improving Employee Performance in the Transportation Industry
- The Importance of Discipline
- Taking Corrective Action
- Case Study: The Forklift Fiasco
- Part Nine Summary
- Answer Key for Part Nine Summary
- Reflection Points
- Action Assignment
- Related Readings–Classic and Current
- Part Nine Case: Louisville Slugger—Hillerich & Bradsby
- Chapter 20: The Road Ahead: Challenge and Charge
- The Road Ahead
- Nine Keys of Leadership Success
- Exercise 20–1: Personal Analysis of Leadership–Nine Keys to Success
- Leaders Who Care
- Learning from Lincoln
- Going Forward
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- Gerð : 208
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