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Do you find yourself being asked to lead others but have no idea
where to start? Do you lead a team spread across different offices
or even continents? In this no-nonsense guide to leadership you
will find answers to crucial questions like: what is leadership?
And what style of leadership should I be using? You'll discover how
to lead your friends whilst remaining their friend; how to lead
change in a way that people accept and understand; when and where
to draw the line; and how to reflect on your experiences to become
a better and more effective leader.
Only a lucky few of us are natural born leaders. It takes time
and effort to develop a range of leadership styles which work for
you and those around you as well as discovering how to become
comfortable leading others. Leadership can be a lonely occupation;
Leadership For Dummies is your ideal companion. John Marrin
explores the fine line between managing and leading and the book is
full of tips for making the most of your leadership experiences and
how to cope with the dilemmas and discomfort all leaders at some
point experience.
Auteur
Dr John Marrin is founder of Marwel & Co., which specialises in leadership development and employee engagement. He is a leading authority on how leaders of organisations totally engage their directors, managers and employees to enhance their commitment to deliver improved performance. He is a leadership coach and organisation development specialist to a wide range of clients including large multinationals, privately owned businesses and public sector organisations.
Résumé
Do you find yourself being asked to lead others but have no idea where to start? Do you lead a team spread across different offices or even continents? In this no-nonsense guide to leadership you will find answers to crucial questions like: what is leadership? And what style of leadership should I be using? You'll discover how to lead your friends whilst remaining their friend; how to lead change in a way that people accept and understand; when and where to draw the line; and how to reflect on your experiences to become a better and more effective leader. Only a lucky few of us are natural born leaders. It takes time and effort to develop a range of leadership styles which work for you and those around you as well as discovering how to become comfortable leading others. Leadership can be a lonely occupation; Leadership For Dummies is your ideal companion. John Marrin explores the fine line between managing and leading and the book is full of tips for making the most of your leadership experiences and how to cope with the dilemmas and discomfort all leaders at some point experience.
Contenu
Introduction 1
About This Book 1
Conventions Used in This Book 2
What You're Not to Read 2
Foolish Assumptions 3
How This Book Is Organised 3
Part I: Introducing Leadership 3
Part II: Leading Yourself 3
Part III: Leading Others 4
Part IV: Leading People Through Change 4
Part V: Leading Different Types of Team 4
Part VI: The Part of Tens 4
Icons Used in This Book 5
Where to Go from Here 5
Part I: Introducing Leadership 7
Chapter 1: Taking the Lead 9
Appreciating Why the Work of Leaders Isn't Easy 9
Looking for Leadership and Leaders 10
Cooking the stew rather than being in one! 11
Experiencing leadership or perhaps not! 12
Seeing Yourself as a Leader 13
Filling the vacuum with the right fluff (stuff) 14
Transforming starts with you 14
Rising to all leadership occasions 15
Leading People and Teams 17
Knowing what you're about 17
Engaging people in work and change 18
Leading all types of teams 20
Excelling in leading your senior leadership team 21
Chapter 2: Pinning Down the Meaning of Leadership 23
Spotting the Differences between Leadership, Leading and Leader 24
Leadership is a process 24
Leading is an activity 26
Being a leader can be a role and/or position 28
Deciphering the Language of Leadership 30
Diving into the soup of leadership jargon 30
Sampling leadership competences 32
Sampling a Few Tasty Bits of Leadership 34
Becoming an engaging leader 34
Being an active leader 35
Leading through serving others 37
Coming Up with a Meaning that Works for You 39
Chapter 3: Leadership and Management: Two Sides of the Same Coin 41
Flipping Through Your Experiences of Leadership and Management 42
Choosing and working with a new boss 42
Working through your own experiences 44
Listing your expectations of leaders and managers 48
Understanding Society's Changing Expectations of Leaders 50
Jump! Yes sir, how high? 50
Jump! Why should I? 50
Pinpointing the Differences between Leading and Managing 51
Describing the key differences 52
Getting people to follow you 53
Earning the right to lead 54
Leading and managing together 55
Part II: Leading Yourself 59
Chapter 4: Leading 'Inside Out': Knowing Yourself to Become a Better Leader 61
Leading Others Starts with Leading Yourself 62
Becoming an authentic leader 62
Looking through the Johari Window 65
Developing Self-Confidence 68
Leaving Thomas to doubt himself 69
Being your best critic 70
Learning from adversity 71
Discovering How to Lead from Your Experiences 72
Achieving more by learning quickly 72
Harnessing the power of reflection 74
Developing skills in reflecting 75
Using leadership learning logs 76
Finding and working with your own coach 78
Chapter 5: Singing Your Leadership Song: Being in Tune with Your Values 79
Recognising When You're Out of Tune 80
Acknowledging when 'it just doesn't feel right' 81
Questioning what underpins your leadership 81
Leaving your old baggage behind 82
Composing Your Own Leadership Tune 84
Working out what's important to you 84
Questioning your assumptions 86
Singing Your Leadership Song 87
Communicating your values 87
Harmonising with others 88
Chapter 6: Stepping Up to Leadership: Handling Dilemmas 91
Dealing with Dilemmas 91
Surviving being thrown in the deep end 93 Being chosen for the rig...