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首页 How to Grow Leaders The Seven Key Principles of …

How to Grow Leaders The Seven Key Principles of Effective Leadership Development-viny.pdf

How to Grow Leaders The Seven K…

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2011-05-31 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《How to Grow Leaders The Seven Key Principles of Effective Leadership Development-vinypdf》,可适用于贸易领域

HALFTITLEPAGEPrelimsHGLqxd:pmPageiPrelimsHGLqxd:pmPageiiTITLEPAGEPrelimsHGLqxd:pmPageiiiPublisher’snoteEverypossibleefforthasbeenmadetoensurethattheinformationcontainedinthisbookisaccurateatthetimeofgoingtopress,andthepublishersandauthorcannotacceptresponsibilityforanyerrorsoromissions,howevercausedNoresponsibilityforlossordamageoccasionedtoanypersonacting,orrefrainingfromaction,asaresultofthematerialinthispublicationcanbeacceptedbytheeditor,thepublisherortheauthorFirstpublishedinGreatBritainandtheUnitedStatesinbyKoganPageLimitedApartfromanyfairdealingforthepurposesofresearchorprivatestudy,orcriticismorreview,aspermittedundertheCopyright,DesignsandPatentsAct,thispublicationmayonlybereproduced,storedortransmitted,inanyformorbyanymeans,withthepriorpermissioninwritingofthepublishers,orinthecaseofreprographicreproductioninaccordancewiththetermsandlicencesissuedbytheCLAEnquiriesconcerningreproductionoutsidethesetermsshouldbesenttothepublishersattheundermentionedaddresses:PentonvilleRoadQuicksilverDriveLondonNJNSterlingVAUnitedKingdomUSAwwwkoganpagecouk©JohnAdair,TherightofJohnAdairtobeidentifiedastheauthorofthisworkhasbeenassertedbyhiminaccordancewiththeCopyright,DesignsandPatentsActISBNBritishLibraryCataloguinginPublicationDataACIPrecordforthisbookisavailablefromtheBritishLibraryLibraryofCongressCataloginginPublicationDataAdair,JohnEric,–Howtogrowleaders:thesevenkeyprinciplesofeffectiveleadershipdevelopmentJohnAdairpcmISBNLeadershipExecutivesTrainingofExecutiveabilityITitleHDA’dcTypesetbyDatamaticsTechnologiesLtd,Mumbai,IndiaPrintedandboundinGreatBritainbyCreativePrintandDesign(Wales),EbbwValePrelimsHGLqxd:pmPageivContentsIntroductionPart:ExploringLeadership–APersonalOdysseyTheQualitiesApproachCanleadershipqualitiesbedevelopedTheGrouporFunctionalApproachWhatistheGrouporFunctionalApproachApplyingtheGrouporFunctionalApproachtotrainingLeadersormanagersDiscoveringthegenericroleofleaderRevisitingtheQualitiesApproachThemanagerasleaderTheSituationalApproachWhatistheSituationalApproachTheoriginsoftheSituationalApproachTheSocratictradition:canleadershipbelearntLevelsofleadershipTheapplicationoftheThreeCirclestoorganizationsTheroleofthestrategicleaderIsitpossibletotransferasastrategicleaderfromoneorganizationtoanotherOnpracticalwisdomPart:HowtoGrowLeaders–TheSevenPrinciplesPrincipleOne:TrainingforleadershipThemostcommonerrorThesecondmostcommonerrorTrainingteamleadersYoudonotteachthePrelimsHGLqxd:pmPagevpathsoftheforesttoanoldgorillaDo‘sheepdips’workHowtomanageleadershiptrainingPrincipleTwo:SelectionHowdopeoplebecomeleadersTheprincipleofelectionApplyingtheGrouporFunctionalApproachtofirstlineleadershipselectionSelection–thewiderframeworkPrincipleThree:LinemanagersasleadershipmentorsWhatisamentorTheapprenticeshipmethodAtleastyoucansay‘goodbye’PrincipleFour:ThechancetoleadThemilitaryanalogyWhatcanorganizationsdoWhatconstitutesachallengeFortunefavoursthepreparedmindPrincipleFive:EducationforleadershipThinkingoutsidetheboxSchoolsforleadershipGrowinguniversityleadersNewopportunitiesfor‘educationforleadership’PrincipleSix:AstrategyforleadershipdevelopmentReviewingthestrategyGettingthestructuresrightWhatsurroundsandinfusesasuccessfulstrategyisculturePrincipleSeven:ThechiefexecutiveLearningtobeatopstrategicleaderWhatdoesastrategicleaderhavetodoMakeyourpresencefeltintrainingforleadershipConclusionIndexChangingthingsiscentraltoleadershipChangingthembeforeanyoneelseiscreativeleadershipvi■HowtoGrowLeadersPrelimsHGLqxd:pmPageviIntroduction‘Canyoupointustoanorganizationthatisgrowingleaders’theyaskedmeSilencefellinmyroom,andIgazedoutofthewindow,reflectingAtthetimeIwastheworld’sfirstProfessorofLeadershipStudies,andsoIsupposemytwovisitorstotheuniversityunderstandablyexpectedmetoknowtheanswer‘Notthearmedforces,’theyadded,‘wehavealreadybeentoseethem’Afterafewminutes…well,Icouldthinkofplentyofcompaniesthatweretrainingleaders–sendingtheirfirstlinemanagers,forexample,onactioncentredleadershipcourses–butthatwasnotthequestiontheyaskedWhoisgrowingleaders‘Icannotthinkofanyone,’Irepliedeventually‘Alrightthen,’theysaid,‘wewilldoitWillyouhelpus’Iagreedtodoso,andtheytoldmemoreabouttheirsituationMyvisitors,BillSteadandEdgarVincent,weretheseniorgrouphumanresourcesmanagersinICI,thenknownas‘thebellwetherofBritishindustry’(A‘bellwether’isliterallytheleadingsheepofaflock,thepracticebeingtohangabellarounditsneck)ThisparticularbellwasalreadytinklingthedeathknellofoldstylemanagementintheUKNotthattherestoftheflockhadearstohearitIn,BillandEdgartoldme,theprofitsofICIfellbyastaggeringpercentthedividendwascutforthefirsttimesincetheformationofthecompanyinICIwastoolarge(over,employees),toobureaucraticandinthewrongmarketsThemainboardexecutivedirectorshaddecidedthatICI’stopprioritywastodevelopmanagerleaders–thefirsttime,Irecall,thatIhadeverheardthatparticularphraseIntroHGLqxd:pmPageOverthenextfiveyearswewentaboutgrowingleadersintheninedivisionsofICI,buthereletme‘cuttothechase’AfterfiveyearsICIwasthefirstBritishcompanyinhistorytomakeabillionpoundsprofitItellyouthisstoryastheysay‘upfront’inordertoimpressuponyouthatleadershipisnotasoftskill,anoptionalextraforoilingthemachineryofindustrialrelationsItisakeyfactorinbusinesssuccess–whateveryourbusinessandhoweveryoudefinesuccessThemilitarylearntthatlessonlongagoAstheGreekpoetEuripides,whodiedinBCE,putitsuccinctly:Tengoodsoldierswiselyled,WillbeatahundredwithoutaheadSuccessinwarorbattletendstogohandinhandwithgoodleadershipatalllevelsLeadershipexistsonthreebroadlevels,whichInamedsometimeagoasstrategic,operationalandteam,andthatnomenclatureisnowbeginningtocatchonItisacommonfallacythatallanorganizationneedsisagoodstrategicleaderatthehelmThesecretofbusinesssuccessisexcellenceofleadershipatallthreelevelsOrganizationsmaybeabletobuyinnewstrategicbusinessleadersforastronomicalsalaries,likeworldclassfootballclubschangingtheirmanagersButfacedwiththetaskofdevelopingexcellentleadershipatalllevelstheyhavenooptionbuttofollowthatdistantbellofICIinthesandgrowtheirownleadersInPartExploringLeadership,asthattitlesuggests,IinviteyoutojoinmeonajourneyofdiscoveryaboutthenatureofleadershipandhowitcanbetaughtMyreasonsaretwofoldFirst,unlessyouarereasonablyclearwhatleadershipis,andhowitrelatestomanagementorcommand,youwillbeseriouslyhandicappedwhenitcomestoattemptingtodevelopleadershipIfyoudon’tknowwhatitis,howcanyoudevelopitThenwecangettoworktogetherinPartHowtoGrowLeaders–TheSevenPrincipleswithyourorganizationinmindIcanoutline■HowtoGrowLeadersIntroHGLqxd:pmPageforyoutheprinciples,andclothethemasbestIcaninfleshandblood,buthereyouwillbedoingmostofthethinkingForyouknowyourfieldsofbusinessandyourparticularorganization,andonlyyouknowhowtoapplytheprinciplesinyourcontextWhatyoudowiththeknowledgeyouwillgleanfromthesepagesdoesdepend,ofcourse,onyourroleIfyouhappentobeintheroleofaprincipalstrategicleader–sayaschairmanorchiefexecutive–thenyou‘owntheproblem’ofdevelopingleadersOr,strictlyspeaking,yourorganizationorinstitutionownstheproblemandyouneedtoensurethatitisaddressingitinaneffectiveandlongtermwayAlternatively,youmayhavetheroleinanorganization–increasinglycommonnow–thatmakesyouaprofessionaladvisertoyourcolleaguesintalentdevelopmentmatters,perhapsasheadofpersonnelorhumanresourcesOryoumaybeoneofthegrowingnumberofconsultantsspecializinginhelpingorganizationstodeveloptheirleaders–arolethat,inthelanguageoftheatre,I‘created’asAdviserinLeadershipTrainingattheRoyalMilitaryAcademySandhurstinthesBeforeIbegin,IshouldgiveyouabriefhistoricaloverviewWeareinthemidstofaglobalrevolution,movingfairlyrapidlyfromoldstylemanagementtotheconceptofbusinessleadership(using‘business’initswidestsenseofwhatoneisbusyin)Leadershipisnowcomingtobeseenasexistingonthreebroadlevels:team,operationalandstrategicIcallthisthe‘leadershiprevolution’TheoriginofthisrevolutionwasmyTrainingforLeadership(MacdonaldJane,),theworld’sfirstbookonleadershipdevelopmentInitIsowedthebeanthatwouldonedayproducethetrueleadershiprevolution,namelytheseminalideathatbeingamanagerisbutoneformofbeinginthegenericroleofleaderThatroleIoutlinedforthefirsttimeinthebookAlsoinitspagesIsignpostedtheconceptofthethreelevelsofleadership,thoughonlyinmylaterbooksdidIdeveloptheideaItisnotmyintentiontowritehereahistoryoftheleadershiprevolutionintheUnitedStates,wheremyworkintheswasignoredNortocommentupontheleadershipindustrythathasnowsprungupwithitsintellectualrootsintheUnitedStates,andthelaboriousIntroduction■IntroHGLqxd:pmPagewaythatitisslowlyreinventingthevariouswheelsthatIdiscoveredinthesOthershavedonethat,notablyinLeadershipinOrganizations:CurrentIssuesandKeyTrends(Routledge,),editedbyJohnStorey,ProfessorofHumanResourceManagementattheOpenUniversityBusinessSchoolThisbookisinthenatureandstyleofapersonalodysseyLeadershipgrowsbyanaturalprocessIhavesoughttounderstandthatnaturalway,andtoadviseorganizationsonhowtoworkwiththegrainofnatureratherthanagainstitInthatjourneyIhavetriedtounderstandanddrawuponmyownexperienceofgrowingasaleaderHencethisbookisthemostpersonalandthemostreflectiveofallmywritingsonthethemeofleadershipYetIwritetoowithastrongsensethatmymessageishighlyrelevantTheworldhasmovedonitsaxisNeverbeforehavetheclimateandconditionsbeensoopportuneastheyaretodayfororganizationstoembracethepracticalphilosophyandspiritofthisbookPlatosaidonce:‘Thosewhohavetorcheswillhandthemontoothers’InthisbookIamhandingthetorchtoyouMayitlightthepathforwardsforyouMayithelpyoutohelpotherstogrowasleadersMayit–ifallelsefails–beastaronyourownpersonaljourneytowardsexcellenceasaleader■HowtoGrowLeadersIntroHGLqxd:pmPagePARTExploringLeadershipAPersonalOdysseyBytheendofreadingPartyouwillhaveexploredwithmeintotheheartofleadership,followingthreeuphillpaths–theQualitiesApproach(whataleaderhastobe),theSituationalApproach(whataleaderhastoknow),andtheGrouporFunctionalApproach(whataleaderhastodo)Butwehavenooptiontofollowthesepathsseparately:thinkofthemasawholeNotasachemicalmixturebutasacompoundTogethertheyconstitutenothinglessthanthegenericroleofleaderItisadiscoveryassignificantinthesocialfieldaseitherEinstein’sgeneraltheoryofrelativityinphysicsorCrickandWatson’sdoublehelixstructureofDNAinbiologyTheproofofthepuddingisintheeatingPuttingthatsbreakthroughinunderstandingthegenericroleofleadership–theintegratedorcompositetheoryIdeveloped–toworkinselectingandtrainingleadershasprovedtobespectacularlysuccessfulAdfontes,‘Tothefountains’,wasthemottoofafamousEnglishRenaissancescholarandmedicaldoctorTogetherinPartweshalljourneybackintimetotheveryrootsofmodernthinkingaboutleadershipandhowtogrowleaders–AthensinthetimeofSocratesFastenyourseatbelt!chapHGLqxd:pmPagechapHGLqxd:pmPageTheQualitiesApproachItwassaidthathehadallthequalitiesofleadershipwhichamanofhissortcouldhaveXenophonThehighestscoringBritishfighteraceintheRoyalAirForceduringWorldWarIIwasJohnnyJohnsonInhismemoirWingLeader(ChattoWindus,),herevealstheimpactthatthelegendaryleglessDouglasBader’sleadershipmadeuponhimandhisfellowyoungpilotsintheearly,hazardousdaysoftheBattleofBritainWhenBaderwaseventuallyshotdown(hebecameaprisonerofwar),Johnsonwrites:AtTangmerewehadsimplyjudgedBaderonhisabilityasaleaderandafighterpilot,andforusthehighskywouldneverbethesameagainGonewastheconfident,eager,oftenscornfulvoiceExhortingus,sometimescursingus,butalwaysholdingustogetherinthefightGonewasthegreatesttacticianofthemallTodaymarkedtheendofanerathatwasrapidlybecomingalegendTheelusive,intangiblequalitiesofleadershipcanneverbetaught,foramaneitherhasthemorhehasn’tBaderhadtheminfullmeasureandoneveryflighthadshownushowtoapplythemHehadtaughtusthetruemeaningofcourage,spirit,determination,guts–callitwhatyouwillNowthathewasgone,itwasourtasktofollowhissignpostswhichpointedthewayaheadJohnsonwasnotaloneinfindingBadersuchaninspiringexampleInalettertoTheTimes(December),thewidowofanothercelebratedpilot,HughDundas,whoflewwithBaderinand,chapHGLqxd:pmPagequotedfromherhusband’swartimeletterstoherabouthiscommandingofficer:‘Heshowedmequiteclearlybyhisexamplethewayinwhichamanshouldbehaveintimeofwar’and,‘HerewasamanmadeinthemouldofFrancisDrake–amantobefollowed,amanwhowouldwin’Herhusband,shecontinued,wasagedatthetime,hadbeenshotdownamonthbeforeandviewedtheprospectofcombatwithrealinnerfearBader’sleadershipandcourageenabledhimtocontinueflyingSpitfiresinactioninEurope,andBaderremainedagreatandtruefrienduntilhisdeath■HowtoGrowLeadersTHELONGSHADOWOFATRUELEADERInlaterlifeDouglasBaderseizedeveryopportunitytovisitpeople,especiallytheyoungpeoplewhofacedthetraumaofamputationsandtheprospectoflearningtowalkagainafterlegamputationsInAugustaracingcardrivercriminallyknockedyearoldfiremanRobGreenoffhismotorbike,killinghiswifeLornaScarredbybadburns,RobalsolostbothlegsAsthedrugsworeoff,hebecameterriblydepressed‘Ifeltsoempty,’hesays‘Ihadlosteverythingmybelovedwife,theactivelifeIhadloved,mywork–IwishIhaddiedtooIneverconsideredsuicide,butIfeltdyingwouldhavebeenmucheasierthanlivingthelifeIhadbeenleftwith’ThefinalstageofhisrecoverywasataLondonhospital,wherehespentthreemonthslearningtowalkusingartificiallimbsWhilelearningtowalk,RobdrewinspirationfromthelateDouglasBader,thefamousfighteracewholostbothhislegsinaplanecrash,butlearnttoflyagain‘I’dseenafilmabouthimbeforeIlostmyownlegsWhileinhospitalIreadhisautobiographyanditreallyhelpedmeOneofhisquoteswhichreallyspurredmeonwas“Adisabledpersonwhofightsbackisnotdisabledtheyareinspired”Itgavemecouragetokeepfighting’chapHGLqxd:pmPageThesentenceofJohnnyJohnson’sreminiscencethatIhaveplacedinitalicsaboveservestointroducewhatIcalltheQualitiesApproachtoleadershipandleadershipdevelopmentItwasvirtuallyuniversalwhenIwasborn,theonlyhorseintheraceIndeed,inthatyear()DrHensleyHenson,theLordBishopofDurham,gavealectureonleadershiptotheUniversityofStAndrewsHeinformedhisaudience:Itisafactthatsomemenpossessaninbredsuperioritywhichgivesthemadominatinginfluenceovertheircontemporaries,andmarksthemoutunmistakablyforleadershipThisphenomenonisascertainasitismysteriousItisapparentineveryassociationofhumanbeings,ineveryvarietyofcircumstancesandoneveryplaneofcultureInaschoolamongboys,inacollegeamongstudents,inafactory,shipyard,oramineamongtheworkmen,ascertainlyasintheChurchandintheNation,therearethosewho,withanassuredandunquestionedtitle,taketheleadingplaceandshapethegeneralconductTheassumptionbehindtheBishop’scommentsisbothobviousandsimple,anaxiomthateveryonetookforgrantedLeadersarebornandnotmadeleadershipconsistsofcertainintrinsictraitsorqualitiesthatapersoneitherhasorhasnotTheQualitiesApproachcertainlygaveastronganswertothemostbasicquestioninthefieldofthestudyofleadership:WhyisitthatonepersonbecomestheleaderinaworkinggroupratherthananotherButitseemedtoshutthedoorforeveronyoungpeoplelikemyself–consciousthatwewerenot‘bornleaders’butstillwantingtobeleadersHow,ifatall,couldthese‘qualitiesofleadership’beacquired‘Smithisnotabornleaderyet,’saidoneschoolreportHowcouldSmithbebornagainCANLEADERSHIPQUALITIESBEDEVELOPEDOneovercast,rainymorninginayearoldboy,JafarAlAskari,hisbrotherandasoldierservantboardedakalak,anativeIraqiriverraftmadeofwoodandinflatedgoatskins,andleftMosulinnorthernIraqAshenarratesinASoldier’sStory(ArabianPublishing,),JafarandhiscompanionssaileddowntheTigris,passedTikrit–homeofalaterandmoreinfamousIraqileader–untilTheQualitiesApproach■chapHGLqxd:pmPagesevendayslatertheyreachedtheirdestination‘IenrolledintheMilitarySchoolinBaghdad,andthenlatertransferredtotheRoyalMilitaryCollegeinConstantinopleIstanbulThereIwastograduateasanofficerattheageof,whenIwascommissionedasalieutenantintheOttomanArmy’Later,inWorldWarI,GeneralJafarPasha–havingchangedsides–foughtalongsideTELawrenceagainsttheTurksforArabindependence,andlaterstillheservednolessthanfivetimesasprimeministerofthenewlycr

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