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Learning to Lead: An Action Plan for Success,9781560526834

Learning to Lead: An Action Plan for Success

by
Edition: Revised
Format: Paperback
Pub. Date: 9/10/2003
Publisher(s): Crisp Learning
Availability: This title is currently not available.

Summary

Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this book, you will understand the sources of leadership power, the primary ways to handle resistance to change, the difference between managers and leader/managers, and developing and communicating your vision.

Table of Contents

Part 1: Exploring Your Leadership Potential
Differentiating Leaders from Managers
3(3)
Assessing Your Readiness for Leadership
6(3)
Developing Your Personal Management Practices
9(4)
Part 2: Being Your Personal Best
Rethinking Leadership Traits
13(2)
Understanding and Using Leadership Power
15(1)
Wielding Role Power Judiciously
16(1)
Avoiding the Pitfalls of Role Power
17(1)
Defining Relationship Power
18(2)
Managing Your "Chip" Account
20(2)
Realizing the Power of Knowledge
22(3)
Communicating Confidence Through Non-Verbal Cues
25(3)
Projecting a Leadership Attitude
28(2)
Summary of Part 2
30(3)
Part 3: Being a Visionary
Knowing Where You Are Going
33(4)
Avoiding the Roadblocks in the Details
37(2)
Making Decisions According to Your Vision
39(3)
Communicating Your Vision
42(1)
Working with Stakeholders
43(1)
Creating Goals to Reach Your Vision
44(4)
Summary of Part 3
48(3)
Part 4: Being a Change Agent
Leading People Through Change
51(1)
Assessing Potential Organizational Change
52(3)
Understanding the Human Response to Change
55(1)
Recognizing Project vs. Cultural Change
56(2)
Managing Change Effectively
58(4)
Developing a Culture for Change and Learning
62(2)
Keeping Current with Continuous Learning
64(1)
Fostering Ongoing Improvement in Your Workplace
65(1)
Summary of Part 4
66(3)
Part 5: Being a Team Leader
Bringing People Together into Teams
69(1)
Assessing Team Effectiveness
70(3)
Working Toward Common Goals
73(2)
Knitting Together Varied Responsibilities
75(2)
Developing the Human Side of Teams
77(2)
Turning Conflict into Team Cohesiveness
79(1)
Setting the Tone for Resolving Conflict Productively
80(3)
Describing vs. Evaluating Others' Behavior
83(1)
Discerning Content Conflicts vs. Relationship Conflicts
84(2)
Refraining from Conflict in Writing
86(2)
Promoting Direct Communication Among Team Members
88(1)
Increasing Trust Within the Team
89(2)
Summary of Part 5
91(4)
Part 6: Creating an Action Plan
Ranking Management and Leadership Practices
95(3)
Interpreting Your Scores
98(1)
Identifying Skills to Be Strengthened
99(1)
Setting Goals for Leadership Development
100(1)
Communicating Your Development Plan
101(1)
Drafting Your Leadership Self Portrait in Six Months
102(3)
Appendix
Authors' Suggested Responses to Case Studies
105(4)
Recommended Reading
109

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