A MANAGER'S GUIDE TO LEADERSHI - Tapa blanda

In "A Manager's Guide to Leadership", the authors argue two key points: Good leadership is not just a question of possessing and developing the right skill set or aligning yourself with a guru's particular model, it is about how you respond to tough dilemmas and difficult challenges; and, Leadership does not belong to the business top hierarchy, everybody faces leadership challenges whatever level they are within their organization. Based on the winning formula of "A Manager's Guide to Self-Development 4/e", this book provides readers with a range of tools and techniques to help them assess and respond to a variety of difficult challenges.The book is divided into two main parts: Part one helps you to take stock of your own situation in terms of your current skill set, the leadership challenges you are faced and those you are likely to face in the future. Diagnostic activities help you discover your strengths and your weaknesses and identify your own goals for self-development.Part two features 21 practical and thought- provoking activities to assist you develop your skills, thus enabling you to respond to a multitude of challenges. These include: 14 situational challenges - Based in part on the findings from a recent government research survey (Council for Excellence in Management and Leadership 2002), these situational challenges are considered to be most pertinent to today's managers. Each chapter features case examples, tools and models and suggested follow up work. Challenges include managing mergers, improving work processes, and downsizing. 7 core practices - These are essential strengthening activities for leadership development that can be used in any leadership situation. These include encouraging commitment, developing facilitation skills, and asking the right questions.

Mike Pedler is Professorial Fellow at University of Salford, Visiting Professor for the Centre for Leadership Development at the University of York, and Honorary Senior Research Fellow at University of Lancaster. He has consulted with numerous companies in the UK, Europe and USA including Shell, Diego, Cadbury Schweppes, KPMG as well as public sector. John Burgoyne is Professor of Management Learning at Lancaster University and recently completed a two year secondment as Policy Research Consultant to the Council for Excellence in Management and Leadership Tom Boydell is a director of inter~logics.net ltd, a consultancy specializing in face-to-face and on-line ways of managing strategic relationships. He is a member of the Learning Declaration group and is on the Advisory Board of Training Zone www.trainingzone.co.uk, the UK's online community for professionals engaged in training and development.