What You Don't Know about Leadership, But Probably Should
Applications to Daily Life
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- CHF 35.00
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- CHF 35.00
Beschreibung des Verlags
Leadership is not just for CEOs--we all find ourselves in leadership positions at one time or another, whether in meetings and classes or at social events and family gatherings. And yet, even though leadership is the single most studied aspect of all human behavior, there remains a scarcity of qualified leaders to step into critical positions. This deficit is laid bare in the gulf between what leaders are trained to do and how they actually act.
In What You Don't Know About Leadership, but Probably Should, Jeffrey A. Kottler translates the latest research, theory, and skills into practical strategies for everyday and professional situations. He presents the wisdom and successful strategies of an array of renowned leaders--from Steve Jobs to Franklin Delano Roosevelt, George Lucas to Admiral Horatio Nelson--while citing the challenges they faced and lessons they learned in their respective roles. The book focuses on key attributes such as self-confidence, flexibility, charisma, and humility, while noting the serious pitfalls associated with traits such as hubris, immodesty, and narcissism. Kottler's writing is candid and realistic; though there are no easy rules or programs that instantly lead to success, there are steps you can take to make a difference in others' lives, better manage conflict and stress, and ultimately serve as an effective leader.
PUBLISHERS WEEKLY
Kottler, a psychiatry professor at Baylor College of Medicine, offers an insightful and surprisingly fresh examination of the tired topic of leadership. What sets this work apart from the legion of books on the subject is the underlying premise that effective leaders must model in their own lives the behavior they seek to inspire in others. He explores the benefits of admitting what one doesn't know and the pitfalls of leadership blind spots. An invaluable chapter on having "meaningful interactions" delves into the ubiquitous experience of dull and endless meetings, along with tips for improving them, such as "inviting collaboration" and "suggesting constructive steps of action." Kottler also provides an intriguing, if too short, list of the attributes that distinguish great leaders from poor ones and an intriguing look at the leadership styles of American presidents. His exploration of bad management will resonate with people at all levels of the corporate ladder, as will his chapter on leadership in everyday life. Readers in leadership positions will appreciate Kottler's reminder that, as he writes at the book's conclusion, "it's not just about what you do, but who you are" that makes the difference.
