Making Sense of Leadership identifies the five key roles used by effective leaders. A practical, accessible and solution-focused book, it helps entrepreneurs, managers and leaders develop their leadership skills. The authors examine successful leaders to determine the type of leadership roles which succeed. This allows them to present five distinct roles of leadership, which are used to promote positive change and innovation. The authors encourage the reader to play with these, recognizing and taking on those elements which most appropriately suit their situation. Discovering these roles…mehr
Making Sense of Leadership identifies the five key roles used by effective leaders. A practical, accessible and solution-focused book, it helps entrepreneurs, managers and leaders develop their leadership skills. The authors examine successful leaders to determine the type of leadership roles which succeed. This allows them to present five distinct roles of leadership, which are used to promote positive change and innovation. The authors encourage the reader to play with these, recognizing and taking on those elements which most appropriately suit their situation. Discovering these roles offers an important guide to the new leader, in order for them to shape their own leadership approach. It also provides interesting challenges to the existing leader who wants to refresh their stance in order to tackle a new situation. The book is supported by exercises for both individuals and groups, so that the text can also be used as a learning and development resource and for team facilitation and one-to-one coaching.
Esther Cameron is a consultant who specializes in change management. She also lectures at Bristol University. Mike Green works as a consultant and tutor at Henley Management College in the UK. Together they are authors of Making Sense of Change Management.
Inhaltsangabe
Acknowledgements Part 1 Introduction 1. Leading from the inside out 2. How to use this book Part 1: Introduction Part 2: Understanding the five roles Part 3: The research Part 4: Expanding your role repertoire Part 5: Resources for developing others 3. The five roles -- an overview Edgy Catalyser Visionary Motivator Measured Connector Tenacious Implementer Thoughtful Architect 4. Arriving at the five roles Introduction What do successful leaders do? What do successful leaders pay attention to? The five leadership roles Part 2 Understanding the five roles 5. The Edgy Catalyser The Edgy Catalyser role in a nutshell All about the Edgy Catalyser role Heart and soul of the Edgy Catalyser role The Edgy Catalyser's inner experience The Edgy Catalyser's outer presentation Organizational aspects of the Edgy Catalyser role Examples of Edgy Catalysers 6. The Visionary Motivator The Visionary Motivator role in a nutshell All about the Visionary Motivator role Heart and soul of the Visionary Motivator role The Visionary Motivator's inner experience The Visionary Motivator's outer presentation Organizational aspects of the Visionary Motivator role Examples of Visionary Motivators 7. The Measured Connector The Measured Connector role in a nutshell All about the Measured Connector role Heart and soul of the Measured Connector role The Measured Connector's inner experience The Measured Connector's outer presentation Organizational aspects of the Measured Connector role Examples of Measured Connectors 8. The Tenacious Implementer The Tenacious Implementer role in a nutshell All about the Tenacious Implementer role Heart and soul of the Tenacious Implementer The Tenacious Implementer's inner experience The Tenacious Implementer's outer presentation Organizational aspects of the Tenacious Implementer role Examples of Tenacious Implementers 9. The Thoughtful Architect The Thoughtful Architect role in a nutshell All about the Thoughtful Architect role The heart and soul of the Thoughtful Architect The Thoughtful Architect's inner experience The Thoughtful Architect's outer presentation Organizational aspects of Thoughtful Architects Examples of Thoughtful Architects Part 3 The research 10. What roles do effective leaders use? Objectives of the research Research group Roles used by effective leaders Are the roles independent of each other? What type of leader are you? Which of the five roles do you find hardest to adopt? Which of the five roles is most attractive as a role model? Which of the roles would you least like to be led by? Which are the most and least prevalent styles in your organization? Conclusions 11. Which roles are needed when? Restructuring Crisis Technology-led change Process re-engineering Merger, acquisition or takeover Working with partners and stakeholders Improving supply chain management Growing a new enterprise Unhappy workforce New product or service to be designed and launched New legislation, tighter compliance and critical project -- well-defined change Complex whole-organization change, cultural change and working towards a five-year strategy -- long-range complex change Well-defined change versus long-range complex change Part 4 Expanding your role repertoire 12. Self-assessment 13. How to step into a new role Knowing yourself Your behaviour patterns Knowing what you are about Knowing your flexibility and your aspirations Challenging your limiting beliefs and aiming high! How to get into a new role How to access a role Develop your 'in the moment' spontaneity Developing the Edgy Catalyser in you Developing the Visionary Motivator in you Developing the Measured Connector in you Developing the Tenacious Implementer in you Developing the Thoughtful Architect in you 14. The shadow side Leaders on a bad day Knowing your own shadow Leaders and the shadow The shadow side of the five leadership roles Surfacing the shadow Some practical ideas for working with the shadow Part 5 Resources for developing others 15. Useful exercises for groups and teams More short exercises to explore the five roles 16. The roles in action The senior manager The middle manager The member of staff The change manager Partnership worker Epilogue References Index
Acknowledgements Part 1 Introduction 1. Leading from the inside out 2. How to use this book Part 1: Introduction Part 2: Understanding the five roles Part 3: The research Part 4: Expanding your role repertoire Part 5: Resources for developing others 3. The five roles -- an overview Edgy Catalyser Visionary Motivator Measured Connector Tenacious Implementer Thoughtful Architect 4. Arriving at the five roles Introduction What do successful leaders do? What do successful leaders pay attention to? The five leadership roles Part 2 Understanding the five roles 5. The Edgy Catalyser The Edgy Catalyser role in a nutshell All about the Edgy Catalyser role Heart and soul of the Edgy Catalyser role The Edgy Catalyser's inner experience The Edgy Catalyser's outer presentation Organizational aspects of the Edgy Catalyser role Examples of Edgy Catalysers 6. The Visionary Motivator The Visionary Motivator role in a nutshell All about the Visionary Motivator role Heart and soul of the Visionary Motivator role The Visionary Motivator's inner experience The Visionary Motivator's outer presentation Organizational aspects of the Visionary Motivator role Examples of Visionary Motivators 7. The Measured Connector The Measured Connector role in a nutshell All about the Measured Connector role Heart and soul of the Measured Connector role The Measured Connector's inner experience The Measured Connector's outer presentation Organizational aspects of the Measured Connector role Examples of Measured Connectors 8. The Tenacious Implementer The Tenacious Implementer role in a nutshell All about the Tenacious Implementer role Heart and soul of the Tenacious Implementer The Tenacious Implementer's inner experience The Tenacious Implementer's outer presentation Organizational aspects of the Tenacious Implementer role Examples of Tenacious Implementers 9. The Thoughtful Architect The Thoughtful Architect role in a nutshell All about the Thoughtful Architect role The heart and soul of the Thoughtful Architect The Thoughtful Architect's inner experience The Thoughtful Architect's outer presentation Organizational aspects of Thoughtful Architects Examples of Thoughtful Architects Part 3 The research 10. What roles do effective leaders use? Objectives of the research Research group Roles used by effective leaders Are the roles independent of each other? What type of leader are you? Which of the five roles do you find hardest to adopt? Which of the five roles is most attractive as a role model? Which of the roles would you least like to be led by? Which are the most and least prevalent styles in your organization? Conclusions 11. Which roles are needed when? Restructuring Crisis Technology-led change Process re-engineering Merger, acquisition or takeover Working with partners and stakeholders Improving supply chain management Growing a new enterprise Unhappy workforce New product or service to be designed and launched New legislation, tighter compliance and critical project -- well-defined change Complex whole-organization change, cultural change and working towards a five-year strategy -- long-range complex change Well-defined change versus long-range complex change Part 4 Expanding your role repertoire 12. Self-assessment 13. How to step into a new role Knowing yourself Your behaviour patterns Knowing what you are about Knowing your flexibility and your aspirations Challenging your limiting beliefs and aiming high! How to get into a new role How to access a role Develop your 'in the moment' spontaneity Developing the Edgy Catalyser in you Developing the Visionary Motivator in you Developing the Measured Connector in you Developing the Tenacious Implementer in you Developing the Thoughtful Architect in you 14. The shadow side Leaders on a bad day Knowing your own shadow Leaders and the shadow The shadow side of the five leadership roles Surfacing the shadow Some practical ideas for working with the shadow Part 5 Resources for developing others 15. Useful exercises for groups and teams More short exercises to explore the five roles 16. The roles in action The senior manager The middle manager The member of staff The change manager Partnership worker Epilogue References Index
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