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Complete Leadership ISBN: 1843040255 ISBN13: 9781843040255 Complete Leadership By: Susan Bloch ; Phillip Whitely ; Phillip Whiteley Publisher: Momentum Format: Paperback Our Price: 11.21 Discount: 34% RRP: 16.99

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.


Contents:

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 *DemocraticChapter 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 joining a professional network

It might also include you playing an active role in professional bodies like the CBI.Chapter 3: The coaching required It is important to review why you want coaching and how it will help you in your personal development

This also includes a questionnaire to help you in your own view of your readiness for coaching and how to be active in the coaching process

It will also help you with the selection criteria for choosing a coach, and how to know if it will work for you

 Section Three: Leading the performance of your people Chapter 1: Putting it all together The personal scorecard described in Section 1, and the improvements made as set out in Section 2, provide the building blocks for a rounded way of improving your team

You are now ready to establish a process for setting objectives and measuring the performance of your team and of yourself on a continuing basis

 This can be set out on a simple grid: Your leadership performance Your team performance Assess x x Improve x x Manage x x Chapter 2: A follow-up assessment After six months, you simply repeat the questionnaires that formed the original scorecard, and ask your team to do the same

This provides a graphic illustration of how effective your coaching and training has been.Chapter 3: Further work for yourself and your team This sets out the disciplines that leaders and teams who seek the highest performance establish

It shows how, once established, the good habits have high rewards and develop a momentum of their own

 Chapter 4: Can I change? Do I want to? There can still be problems

For some managers, it is conceptually difficult to accept that changing behaviour can have such dramatic effects

Once they accept this intellectually, there can remain doubts about one's willingness to adapt

We can believe, falsely, that we 'cannot change' if we are from a particular profession, or we are over 40, or if we are married, or some other reason

This chapter explores the fears and doubts that inhibit us and encourages a belief in relentless improvement

 But What If !.? Everyone's situation is unique, and many organisations feature dysfunctions such as difficult office politics

Common dilemmas include demanding schedules, autocratic bosses, and staff who refuse to meet deadlines

This section will illustrate how development on your management style will help with these problems too
- and that time can always be found to do it (it will quickly start to save you time)

 To illustrate this, we include the following real-life case studies, each of which incorporates at least one nightmare problem that the executive was faced with

 Case studies Conclusion Three-dimensional leadership is about realising business success through people

It is about releasing the hidden potential in oneself to inspire and empower that in others

Good management is learnable, measurable and based upon evidence

Miracles come through a thousand small steps.


Brief Description:

A practical and personal coaching programme to help talented high-flyers develop leadership abilities that will make a measurable difference, to their personal performance, to their team's performance and to the performance of their business.

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