The Manager As Leader (Price Printed)

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After two decades of corporate downsizings and rightsizings, the invisible line separating “leaders” from “followers” has been forever blurred. In the wake of this sea change, businesses are faced with three fundamental challenges: (1) How can an organization elicit leadership from everyone? (2) How can those who choose to lead influence others to perform more effectively and efficiently? (3) How can leaders continue to be successful when the environment in which they lead is constantly changing? The Manager as Leader presents practical strategies, tools, and techniques for developing the leadership mindset and applying it on a daily basis. The book introduces the “Contextual Leadership Model,” which identifies nine fundamental leadership roles and six common contexts in which leadership is exercised, and guides readers towards matching their roles and actions to the particular context at hand. It also shows readers how to anticipate changes in context and adjust their roles and actio

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B Keith Simerson is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management and corporate strategy. He has served as an adjunct professor at Gardner-Webb University, guest lecturer at Webster University Graduate School, and Associate Editor of the professional journal, Police Chief. He is a frequent presenter at conferences and seminars, has written for Training Director’s Forum, and is coauthor of Evaluating Police Management Development Programs (Praeger,1990), and Fired, Laid Off, Out of a Job (Praeger,2003). Michael L Venn is a founding Partner of Tradewinds Consulting, LLC. He has presented and taught globally on such topics as change management, leadership development, human resource management, and corporate strategy, and is the author of articles in Executive Excellence and publications of the American Society of Training and Development and the International Society for Performance Improvement. He serves on the Board of Directors of the Association of Internal Management Consultants.Table of ContentsPublisher’s Note, Preface, PART I Principles and Practices 1. Overview 2. Background 3. Responsibilities PART II Leading in Context 4. Turning on the Light : Pyramids and the Four-Minute Mile 5. Sharing the Light: Those Amazing Lemmings 6. Using Your Light to Refocus: Chicken Little 7. Using Your Light to Redirect: The Plight of the Knight in Shining Armor 8. Using Your Light to Maintain: John Henry Knew What to Do 9. Receiving the Light: The Saga of the Uninvited Guest PART III Action Plan, Tools and Resources 10. Skills and Competencies 11. Diagnosis 12. Development Plan 13. Action Plan 14. Resources for the Manager as Leader Notes, Bibliography, Index