Complete Leadership
A practical guide for developing your leadership talents
Published on 12. March 2003
Book
Paperback/Softback
208 pages
978-1-84304-025-5 (ISBN)
Description
Everybody can be a better leader, a more complete leader. Everybody can use more of their potential to inspire and empower others to achieve better results. Great leadership isn't formulaic, nor is it easy, but it is learnable. This book helps you assess your current leadership abilities, across a whole range of skills - and then shows you how to improve them.
It will help you understand your team's perception of you, rate your performance on the "leadership scorecard" and coach yourself to better leadership skills.
It will help you understand your team's perception of you, rate your performance on the "leadership scorecard" and coach yourself to better leadership skills.
Reviews / Votes
"Complete Leadership is written by two of the shrewdest management authors.Anyone about to make the transition from manager to boardroom leader, or
just to an important new job, would be wrong to miss this clear and sensible
book - if only to avoid your world crashing down around you."
Roger Eglin, Sunday Times
"A practical application of the best principles for cultivating new strengths in the competencies that make for great leadership."
Daniel Goleman, author of Emotional Intelligence
More details
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Dimensions
Height: 209 mm
Width: 172 mm
Thickness: 15 mm
Weight
400 gr
ISBN-13
978-1-84304-025-5 (9781843040255)
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 Classification
Persons
Susan Bloch
is head of the global coaching practice within the Hay Group. Through her coaching work with senior executives in business, she assists organisations to build leadership capability and effective teams to ensure business success.
Over the past ten years Susan has coached business leaders in manufacturing, financial services, construction, retailing and telecommunications. Clients include: Reuters, Prudential, Shell, Unilever, Philips, Sony, BT, Barclays, Standard Chartered and Accenture.
She has an MA in Psychology from Colombia University, and is a chartered psychologist. Susan is a fellow of Ashoka, a global charity that supports social entrepreneurs.
Philip Whiteley is a freelance author and journalist, specialising in management, with a particular focus on the management of people. He is author of 'People Express' and 'Motivation', two titles in the new Executive Express series of business books by Capstone, and 'Unshrink the People' with Max Mckeown, published by Pearson.
He wrote a policy paper on the New Deal for the Industrial Society, and is co-author of a paper on the MBA, also with the Industrial Society, which will be launched in the new year. Philip contributes regularly to leading business titles, including Director, Personnel Today and Global HR. He writes a weekly column in The Times on executive compensation, called Packages.
is head of the global coaching practice within the Hay Group. Through her coaching work with senior executives in business, she assists organisations to build leadership capability and effective teams to ensure business success.
Over the past ten years Susan has coached business leaders in manufacturing, financial services, construction, retailing and telecommunications. Clients include: Reuters, Prudential, Shell, Unilever, Philips, Sony, BT, Barclays, Standard Chartered and Accenture.
She has an MA in Psychology from Colombia University, and is a chartered psychologist. Susan is a fellow of Ashoka, a global charity that supports social entrepreneurs.
Philip Whiteley is a freelance author and journalist, specialising in management, with a particular focus on the management of people. He is author of 'People Express' and 'Motivation', two titles in the new Executive Express series of business books by Capstone, and 'Unshrink the People' with Max Mckeown, published by Pearson.
He wrote a policy paper on the New Deal for the Industrial Society, and is co-author of a paper on the MBA, also with the Industrial Society, which will be launched in the new year. Philip contributes regularly to leading business titles, including Director, Personnel Today and Global HR. He writes a weekly column in The Times on executive compensation, called Packages.
Content
Foreword - by Daniel Goleman
Introductory Chapter: The Boss - Everyone who works spends a part of their day talking about their boss. This ranges from the positive "She wants me to head that major project!" to the quizzical "He spent ages on the phone again" to the negative "You won't believe what he did this time!" Such snippets of every-day life appear to be the stuff of gossip; the froth that floats on corporate life, but it now transpires that they tell us a great deal about the ability of teams and organisations to succeed.
Section One: How to assess how effective you are
Chapter 1: The different management stylesDifferent ingredients go into making the complete leader. Firstly there are the personal skills, characteristics and motives that underlie a person's effectiveness. Secondly there are the specific job requirements: those critical tasks and activities that must be performed.
Thirdly, there is managerial style. This is the area that Hay research shows has most impact on organisational climate. It is one that, contrary to legend, can be improved, sometimes dramatically, provided the individual is willing to undertake the self-analysis and development necessary. This book will focus on this area, and break this grand-sounding personal task down into manageable tasks. For ease of reference we have categorised managerial styles are:
Authoritative
Affiliative
Coercive
Pace-setting
Coaching
Democratic
Chapter 2: How to build your own personal scorecard To build a map of your management style, you complete a questionnaire asking such questions as: "I feel that close supervision is not necessary in a situation where employees have participated in discussions of job-related issues". These result in a relative score on each of the six styles, set out on a chart. Then you ask your employees to rate you with the same questionnaire. Their scores are also plotted, giving you a map of the differences in perception.Chapter 3: Absorbing the lessons
There can be surprises from the score that results. Not only may there be differences between the result of your team's chart and your own; but your own map may highlight styles that you were not aware of. We describe in this chapter how your dominant style may be just right, depending on your colleagues and the nature of the job. The best leaders, however, are strong in all areas and can switch between different styles.
We recognise that there is more to leadership than six neatly defined styles. In this chapter we discuss also the importance of one's personal qualities, and those of the particular skills for your industry. This encourages a rounded, three-dimensional view of oneself.
Section Two: The quantum leap
Chapter 1: Developing self-awareness
'To know ourselves is the most difficult of enterprises because it involves not reason alone, but our fears and our passions too. If we are capable of truly knowing then we will be able to understand others and the reality that surrounds us,'
Alexander the Great
The personal scorecard you developed, as described in Section 1, gives valuable information on your strengths, and your awareness of them compared with the perception of your team. This section directs you to the training and coaching needed to improve in key areas.Chapter 2: The development required
Once you have built your scorecard, you will need to begin thinking about what training will help you to develop and grow in the required areas. This might focus on specific functional areas, such as finance, strategy or marketing; or focus on understanding conceptual issues around organisations, culture and structure.
Some of the training might also require you to become a non-executive director, trustee or chair of a charity, or a school governor. It also might include j
Introductory Chapter: The Boss - Everyone who works spends a part of their day talking about their boss. This ranges from the positive "She wants me to head that major project!" to the quizzical "He spent ages on the phone again" to the negative "You won't believe what he did this time!" Such snippets of every-day life appear to be the stuff of gossip; the froth that floats on corporate life, but it now transpires that they tell us a great deal about the ability of teams and organisations to succeed.
Section One: How to assess how effective you are
Chapter 1: The different management stylesDifferent ingredients go into making the complete leader. Firstly there are the personal skills, characteristics and motives that underlie a person's effectiveness. Secondly there are the specific job requirements: those critical tasks and activities that must be performed.
Thirdly, there is managerial style. This is the area that Hay research shows has most impact on organisational climate. It is one that, contrary to legend, can be improved, sometimes dramatically, provided the individual is willing to undertake the self-analysis and development necessary. This book will focus on this area, and break this grand-sounding personal task down into manageable tasks. For ease of reference we have categorised managerial styles are:
Authoritative
Affiliative
Coercive
Pace-setting
Coaching
Democratic
Chapter 2: How to build your own personal scorecard To build a map of your management style, you complete a questionnaire asking such questions as: "I feel that close supervision is not necessary in a situation where employees have participated in discussions of job-related issues". These result in a relative score on each of the six styles, set out on a chart. Then you ask your employees to rate you with the same questionnaire. Their scores are also plotted, giving you a map of the differences in perception.Chapter 3: Absorbing the lessons
There can be surprises from the score that results. Not only may there be differences between the result of your team's chart and your own; but your own map may highlight styles that you were not aware of. We describe in this chapter how your dominant style may be just right, depending on your colleagues and the nature of the job. The best leaders, however, are strong in all areas and can switch between different styles.
We recognise that there is more to leadership than six neatly defined styles. In this chapter we discuss also the importance of one's personal qualities, and those of the particular skills for your industry. This encourages a rounded, three-dimensional view of oneself.
Section Two: The quantum leap
Chapter 1: Developing self-awareness
'To know ourselves is the most difficult of enterprises because it involves not reason alone, but our fears and our passions too. If we are capable of truly knowing then we will be able to understand others and the reality that surrounds us,'
Alexander the Great
The personal scorecard you developed, as described in Section 1, gives valuable information on your strengths, and your awareness of them compared with the perception of your team. This section directs you to the training and coaching needed to improve in key areas.Chapter 2: The development required
Once you have built your scorecard, you will need to begin thinking about what training will help you to develop and grow in the required areas. This might focus on specific functional areas, such as finance, strategy or marketing; or focus on understanding conceptual issues around organisations, culture and structure.
Some of the training might also require you to become a non-executive director, trustee or chair of a charity, or a school governor. It also might include j