Leaders - Hired, Admired, Fired: Developing Your Leadership Capability traces the policy and practices associated with the development of leaders in organisations.
There are many definitions for leaders and leadership. In general, a leader is a person responsible for achieving set objectives through the work of others, and for building and maintaining the team. Leadership, on the other hand, is the ability to influence people to a common purpose, using characteristics that inspire trust and confidence.
Leaders - Hired, Admired, Fired tracks the recruitment and assimilation of a leader, and details how a leader can make their mark in an organisation. It also outlines the concerns about forming the correct relationships with people - both internally and externally.
Part I (Hired) looked at recruitment and selection, career development, and assimilation. Part II (Admired) addresses the issues of alignment, accountability, and assessment. Part III (Fired) then explores culture, competence and conduct.
Leaders - Hired, Admired, Fired concludes with an overview of key insights (Part IV), including leadership skills, leadership capabilities, coaching and teamwork, and successfully managing the complex challenges CEOs can face. It is also full of examples of leadership practices and of how a leader can successfully manage their own career development while also empowering others.
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Höhe: 245 mm
Breite: 190 mm
ISBN-13
978-1-925716-58-0 (9781925716580)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
- About the author
- Dedication and acknowledgment
- Foreword
- Preface
- Introduction
- Strategic Leader
- Empowering Leader
- Frontline Leader
- Sports Leaders
- Leader of a Cause
- Part I: Hiring
- Chapter 1: Recruitment and selection
- Introduction
- Position Profile
- CEO Profile
- Conducting Interviews
- Reference Checking
- Key insights
- Chapter 2: Career development
- Induction Plan
- Career development plans
- Organisational framework and review
- Leader's Development Needs and Degree of Difficulty
- Challenging Experience and Assignments
- External Development
- Developing Talented Leaders
- Key Insights
- Chapter 3: Assimilation
- Introduction
- New Leader Assimilation
- Action Plan
- New CEO - Assimilation
- High Priority Actions
- Key Insights
- Part II: Admiring
- Chapter 4: Alignment
- Business and Performance Plans
- Mission and Vision
- Alignment
- Alignment and Role Clarity
- Key Insights
- Chapter 5: Accountability
- Strategy
- Strategic Planning
- Business Plan
- Performance Planning and Review
- Performance Planning Matrix
- Business Priorities
- Key Insights
- Chapter 6: Assessment
- Performance Management
- Performance Review/Assessment of Performance
- Value-based Culture
- Living the Values
- Scoreboard
- Cascading Performance Plans
- Key Insights
- Part III: Firing
- Chapter 7: Culture
- Introduction
- Culture and Leaders
- Leadership Development Framework
- Leaders influence
- Legitimacy
- The 'Public Face' of the Organisation
- Image and Reputation
- Key Insights
- Chapter 8: Competence
- Building Relationships
- Leadership Temperature System
- Feedback Session - Preparation
- Executive Coaching
- Narcissistic Leaders
- Organisational Politics
- Political Processes
- Political Behaviour
- Political Awareness
- Conflict Management
- Managing a Crisis
- Guidelines of the Fired Leader
- Key Insights
- Chapter 9: Conduct
- Introduction
- Level of Stress
- Incompetence
- Family Relationships
- Sexual Relationships
- Alcohol and Gambling
- Financial Impropriety
- Ethical Management
- Conflict of Interest
- Dealing with a Concern
- Key Insights
- Part IV: Leveraging Leadership
- Chapter 10: Leadership Skills
- Observation
- Influence and Power
- Perception
- Networking
- Characteristics and Structure
- Facilitation
- Negotiation
- Communications
- Listening
- Delegating
- Persuasion
- Key Insights
- Chapter 11: Leadership Capability
- Leadership Journey
- Capabilities
- Making Decisions
- Self-reflection
- Promoting Yourself
- Building Leadership Capability
- Enterprise Best Practice Leadership Development
- Building Leadership Talent
- High Potential People
- Development Planning
- Progression and Succession Planning
- Leadership Success Profiles
- Individual Development Plan
- Key Insights
- Chapter 12: Coaching and Teamwork
- Introduction
- Leadership Context
- Coaching Structure
- Coaching Key Capabilities
- Coaching Roles
- Image of a Coach Survey
- Mentoring Relationships
- Role of the Mentor
- Mentoring Structure
- Teamwork
- High Performing Leadership Team
- High Performing Teams Survey
- Horizontal Leadership
- Top Leadership Team
- Key Insights
- Chapter 13: CEO challenges
- Introduction
- A possible scenario
- HR agenda
- Organisation and leadership effectiveness
- Work life balance
- Being lonely
- CEO credibility and transition
- CEO approach
- Organisation receptivity
- Environment signals
- Risk management
- CEOs - Leading the way
- Key insights
- References
- Bibliography
