Leadership For Dummies

Do you find yourself being asked to lead others but have no idea where to start? And what style of leadership should I be using? This title helps you to 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, more.

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.

Texte du rabat

Learn to:

• Find your style of leadership
• Guide people through organisational change
• Lead a team spread across different locations

• Become a better and more effective leader The quick, easy way to become an effective leader Written by one of Britain's most sought-after leadership coaches, this book is your gateway to becoming an effective leader. Gleaned from the wisdom acquired by working with hundreds of highly successful leaders from the world of business, Leadership For Dummies is fortified with practical tips and skill-building exercises guaranteed to get you up and running with all the confidence and skills you need to lead any team, department or organisation successfully ? in no time!

• What's in a name ? come up with a definition of 'leadership' that really works for you and zero-in on your leadership strengths and weaknesses
• Know thyself ? find out why authenticity is key to becoming an effective leader, and how self-knowledge enables you to meet the challenges of leadership
• Follow the leader ? cultivate the qualities people respond to in a leader, and inspire them to deliver their best every time
• Not-so-secret agent ? become a change agent who leads teams, departments and even entire organisations through changes, big and small

• Teaming up ? discover tried and tested tips for leading different kinds of teams and how to overcome the challenges each presents Open the book and find:

• The difference between managing and leading
• Ways to gain the commitment of people who work for and with you
• How to lead, starting with yourself
• Ways to steer people through change successfully
• How to increase your influence in your organisation
• Techniques to lead different types of teams
• Methods to motivate difficult people
• Tips on building senior leadership teams

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 right wrong reasons: Few new leaders arrive fully trained 94

Becoming comfortable with being uncomfortable 96

Getting caught in the middle 99

Accepting that leadership can be lonely 100

Avoiding the imposter syndrome 101

Leading Friends 101

Achieving success while keeping your friends 102

Knowing where and when to draw the line 102

Part III: Leading Others 107

Chapter 7: Developing a Sense of Purpose 109

Having Clarity of Purpose 109

Avoiding being a busy fool 110

Being bold: leading with conviction 111

Clarifying how you add value 112

Focusing on your key results 116

Spending the right time on the right job 119

Becoming a Visionary Leader 119

Valuing having a vision 120

Creating your own vision 121

Expanding Your Sphere of Influence 123

Discovering that you have more influence than you think 123

Questioning whether something really is outside your control 124

Targeting the people you want to influence 126

Chapter 8: Employing the Power of Engaging Leadership 127

Engaging People: The Key to Unlocking Commitment 127

Avoiding the black hole of meaningless work 129

Making work meaningful 129

Realising that engaged people go the extra mile 131

Building the Foundations for Engaging People 132

Relating to people 133

Being Captain Courageous: Speaking your mind 136

Switching on your senses 138

Creating shared meanings 139

Knowing the Secrets of Engaging Leaders 140

Being open to everything 140

Building strength through vulnerability 141

Chapter 9: Becoming an Engaging Leader 143

Recognising Your Existing Skills 143

Enhancing Relating to People 145

'W…