Leadership Skills for Managers Fourth Edition
Leadership Skills for Managers Fourth Edition Charles M. Cadwell
2004, 1995, 1988 American Management Association; 1977 by Education for Management, Inc.; 1972 American Management Association under the title Effective Managerial Leadership. All rights reserved. This material may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1
Contents About This Course How to Take This Course Pre-Test xi xiii xv 1 What It Means to Be a Leader 1 The Need for Leadership What Is Leadership? Five Theories of Leadership Leadership Traits and Characteristics Leadership Impact on Performance Meeting Today s Biggest Leadership Challenges Complexity Within the Business Environment Diversity of People, Thoughts, and Perspectives Competition Ethical Leadership Ambiguity and Change Differences Between Managing and Leading Leaders Innovate; Managers Administer Leaders Seek Challenges; Managers Seek to Maintain the Status Quo Leaders Think Long Term; Managers Think Short to Mid Term Leaders Motivate and Inspire; Managers Control Leaders Worry About Doing the Right Things; Managers Worry About Doing Things Right Leaders Have a Wide Circle of Influence; Managers Have Limited Influence Five Leadership Skill Sets to Ensure Performance Providing Direction Leading by Example Enabling Others American Management Association. All rights reserved. v
vi CONTENTS Sharing Power Seeking a Better Way Attitudes and Mindsets Leadership Readiness 2 Providing Direction 29 Developing the Vision Thinking About Visions Vision Requirements Defining Values and Guiding Principles Maximizing Participation Writing the Vision Statement Creating Alignment with the Vision Aligning the Vision and the Strategic Plan Aligning the Vision and Individual Goals Communicating the Vision Speeches Meetings Example Written Documents Web Sites Institutionalizing the Vision Constantly Communicating the Vision Encouraging Feedback Recognizing Successes Putting on Vision Blinders 3 Leading by Example 49 Being a Role Model Set an Example and Show Passion Take the Initiative Maintain Focus Accept Responsibility Developing and Maintaining a Positive Leadership Approach Have a Positive Outlook Combat the Negative Remember You Are in Control Using Power and Influence in a Positive Manner Position Power Personal Power Developing Your Business Knowledge Set Goals and Measure Results Keep Improving Yourself and Your Competence Demonstrate Your Knowledge and Expertise American Management Association. All rights reserved.
CONTENTS vii 4 Enabling Others 69 Growing and Developing New Leaders Stretch Leaders Beyond Their Current Roles Build New Leader Capability and Capacity Expand Horizons and Opportunities Leading Others Through Coaching Role of the Coach Coaching Mode Coaching and Teaching Mentoring New Leaders How Mentoring Differs from Coaching Mentoring Goals Appraising Leadership Performance Benefits of Appraising Performance How to Approach Appraising Performance Types of Discussions 5 Sharing Power 87 Developing Followers Self-Management Commitment Competence and Focus Courage, Honesty, and Credibility Improving Your Follower Skills Empowering Others Dimensions of Empowerment Putting Empowerment to Work Building a Team The Difference Between Groups and Teams Team Building Techniques Being an Effective Team Member Sharing Power Through Collaboration Building Trust Avoiding Groupthink Building Consensus Providing Feedback and Recognition Feedback Systems Frequent Recognition Celebrating Successes American Management Association. All rights reserved.
viii CONTENTS 6 Seeking a Better Way 115 Challenging the Status Quo Vacuuming Up Information Dealing with Negative Responses Seeing Problems as Opportunities Taking Risks Rewarding Risk Taking Calculating the Risk Using Continuous Improvement Continuous Improvement Initiatives Benchmarking Creating an Entrepreneurial Spirit Being Alert for Opportunities Making Decisions Demonstrating Tenacity 7 Attitudes and Mindsets 135 Leadership Ethics Ethics and the Law Personal Judgment Establishing an Ethical Work Environment Leading by Serving Put Others First Help People Motivate Themselves Ask: How Can I Help? Leading by Wandering Around Have a Reason for Being There Look and Listen Lead with Questions, not Answers Talk About Work Follow Through Developing Relationships Building and Maintaining Relationships Dealing with Conflict Embracing and Leading Change State the Purpose of the Change Involve Others Test Before Making a Systemwide Change Introduce the Change Maintain and Reinforce Change American Management Association. All rights reserved.
CONTENTS ix 8 Making a Leadership Commitment 157 Leadership Model Providing Direction Leading by Example Enabling Others Sharing Power Seeking a Better Way Attitudes and Mindsets Willingness and Ability to Be a Leader Willingness Ability Reevaluate Your Readiness to Be a Leader Develop an Action Plan for Becoming a Leader Leadership Renewal Professional Development Personal Growth Staying Connected Reassignment Physical and Spiritual Renewal Annotated Bibliography 173 Post-Test 179 Index 183 American Management Association. All rights reserved.