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Summary
Summary
Leadership research demonstrates that there are serious shortcomings in the quality and competence of leaders in our organizations. The recent global financial crisis has also reminded us that, if our society and economies are to move forward sustainability, we must have the right kind of leaders and the right kind of leadership throughout our organizations. "The Leader in You: Developing Your Leadership Potential" has been framed to be useful to all individuals who are currently in leadership roles, from chief executives to frontline managers, and for those who wish to step up to a leadership role. Organizations can also utilize this book to assist their leaders to increase their leadership potential or to complement leadership development programs. If you want to search for and develop leadership qualities in yourself, then this book is for you. If you want to set a higher standard in your organization and you think leadership is a serious matter in the lives of other people, then this book is for you. In the process of self-reflection, "The Leader in You: Developing Your Leadership Potential" will enable you to develop an individual leadership profile and an individual skills profile, culminating in the development of a plan for leadership improvement. This book aims to couple these outcomes with exposure to some practical skills that leaders need to lead in every day environments. The first four chapters allow the reader to develop an understanding of the concepts that underpin leadership performance, and to undertake exercises to develop a comprehensive understanding of their values, behaviors and personality. That is, to understand who they are and why they behave the way they do. An individual leadership profile is developed at the end of these chapters. Then, the remaining chapters look at issues that leaders will face in contemporary society, and at the skills required to address them in everyday environments. An individual skills profile is developed at the end of these chapters culminating in the development of a plan for leadership improvement.
Author Notes
Peter Miller - Peter has more than 30 years experience working in senior management roles in the public sector, the mining industry and higher education. He has had a lifelong interest in studying how people and organisations interact. Peter's goal is to understand how to shape organisations so that people can be truly engaged and productive. He achieves this by observing how things get done and who makes them happen within an organisation.
Carol Dalglish - For over 30 years, Carol has worked in senior management roles in the public sector and education in Australia and the United Kingdom. She has a particular interest in how individuals can learn to be effective by improving their understanding of themselves and the impact of cultural diversity on organisations. She has taught in countries as diverse as Taiwan, Denmark and South Africa, and is the author/co-author of ten books.
Carol is currently an Associate Professor in the School of Management at the Queensland University of Technology, Queensland, Australia where she teaches and researches leadership and micro-entrepreneurship in developing economies.
Table of Contents
Introduction | p. i |
Chapter 1 Leadership in the global context | p. 1 |
The meaning of leadership | p. 4 |
Leadership roles | p. 7 |
What do leaders do? | p. 8 |
The difference between leadership and management | p. 10 |
The global context of leadership | p. 14 |
The impact and importance of leadership | p. 18 |
A framework for understanding leadership | p. 19 |
Summary | p. 21 |
Reflection on your leadership practice | p. 22 |
References | p. 23 |
Chapter 2 Values-driven leadership | p. 25 |
Introduction | p. 28 |
The development of values | p. 29 |
Ethics and leadership | p. 30 |
Leading an ethical organisation | p. 33 |
Codes of ethics | p. 35 |
Managing in a world of conflict | p. 41 |
Summary | p. 43 |
Reflection on your leadership practice | p. 44 |
References | p. 44 |
Chapter 3 Developing self awareness | p. 46 |
Introduction | p. 49 |
Reflective learning | p. 52 |
Personal mastery | p. 54 |
Emotional intelligence | p. 58 |
Mentoring and coaching | p. 62 |
Servant leadership | p. 65 |
Summary | p. 69 |
Reflection on your leadership practice | p. 71 |
References | p. 71 |
Chapter 4 The person of the leader | p. 73 |
Introduction | p. 75 |
The big five personality traits | p. 76 |
Cognitive factors underpinning leadership | p. 84 |
Other personality style indicators | p. 94 |
Gender and leadership | p. 94 |
Strengths and limitations of the focus on the person | p. 96 |
Summary | p. 98 |
Reflection on your leadership practice | p. 99 |
References | p. 99 |
Individual leadership profile | p. 101 |
Chapter 5 Leadership development | p. 105 |
Introduction | p. 108 |
Approaches to leadership development | p. 111 |
Leadership development programs | p. 117 |
Common theories used in leadership development | p. 122 |
Summary | p. 133 |
Reflection on your leadership practice | p. 135 |
References | p. 135 |
Chapter 6 Charismatic and transformational leadership | p. 137 |
Introduction | p. 140 |
Charisma and charismatic leadership | p. 140 |
Transactional leadership | p. 147 |
Transformational leadership | p. 148 |
Breakthrough leadership | p. 152 |
Summary | p. 154 |
Reflection on your leadership practice | p. 155 |
References | p. 155 |
Chapter 7 Culture and leadership | p. 159 |
Introduction | p. 162 |
Understanding culture | p. 163 |
Dimensions of culture | p. 166 |
How cultural differences work | p. 172 |
Impact of culture on leadership | p. 177 |
Organisational culture | p. 178 |
Developing a multicultural organisation | p. 179 |
Summary | p. 180 |
Reflection on your leadership practice | p. 181 |
References | p. 181 |
Chapter 8 Power and influence | p. 183 |
Introduction | p. 186 |
Power - A dirty word? | p. 187 |
Sources and types of power | p. 189 |
Power and transformational leadership | p. 196 |
Influence | p. 197 |
Connecting power and influence | p. 203 |
Dis-connecting power and influence | p. 204 |
Gentle influence | p. 209 |
Empowerment | p. 214 |
Summary | p. 216 |
Reflection on your leadership practice | p. 217 |
References | p. 217 |
Chapter 9 Leadership communication | p. 219 |
Introduction | p. 222 |
The importance of communication for leaders | p. 223 |
Core communication skills for leaders | p. 223 |
Team communication skills | p. 236 |
Strategic and external communication skills | p. 241 |
Communication across cultures | p. 244 |
Negotiation and conflict resolution skills | p. 248 |
Summary | p. 255 |
Reflection on your leadership practice | p. 256 |
References | p. 257 |
Chapter 10 Leading teams | p. 258 |
Introduction | p. 261 |
Groups and teams | p. 261 |
Types of teams | p. 262 |
How teams develop and decline | p. 269 |
Characteristics of effective teams | p. 275 |
Measuringteam-member strengths and Weaknesses | p. 280 |
A practical framework for team improvement | p. 282 |
Summary | p. 285 |
Reflection on your leadership practice | p. 286 |
References | p. 286 |
Chapter 11 Leading change | p. 287 |
Introduction | p. 291 |
The nature and speed of change | p. 292 |
Types of organisational change | p. 293 |
Individual and personal change | p. 294 |
The organisational change leader | p. 297 |
Models of planned change | p. 301 |
The adaptive leadership change framework | p. 309 |
Resistance to change | p. 312 |
Summary | p. 314 |
Reflection on your leadership practice | p. 316 |
References | p. 316 |
Chapter 12 Strategic leadership | p. 318 |
Introduction | p. 322 |
Thinking strategically | p. 324 |
Creating a vision | p. 326 |
Corporate social responsibility | p. 328 |
Globalisation | p. 335 |
Technology and innovation | p. 337 |
Summary | p. 338 |
Reflection on your leadership practice | p. 339 |
References | p. 340 |
Individual skills profile | p. 342 |
Summary | p. 348 |
A 2-3 year leadership development plan | p. 350 |
Index | p. 359 |