By Mark Thomas
A one-stop advisor to the world's key writers on management, their suggestion and contribution. It comprises: an replace of the new subject matters and matters that dominate the management time table; an inventory of the most experts from Adair to sunlight Tzu, their major innovations and techniques; a brief advisor to a couple of the world's present and up to date enterprise leaders; and a compendium of management checklists for constructing abilities and competencies.Gurus contain: John Adair, Warren Bennis, Robert Blake, Jane Mouton, Ken Blanchard, Peter Drucker, Daniel Goleman, Chris Keeble, Nicolo Machiavelli, Douglas McGregor, John Kotter, Manfred Kets de Vries, James M Kouzes, Barry Posner, David McClelland, W. J. Reddin Tannenbaum; Schmidt management Continuum; and Abraham Zalenik.
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Extra resources for Gurus on Leadership (Gurus On...)
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22 GURUS ON LEADERSHIP My current experience of working across the globe at all levels of business reveals an immense feeling of dissatisfaction with the quality of leadership currently being shown. Most people have no problem with business leaders who are successful and who generate massive, long-term shareholder value. But the frequent perception given is that many corporate leaders are solely concerned with an inherently selfish ‘I’ and ‘Me’ agenda. Principally this philosophy is characterized by the desire to inflate their company’s share price in the shortest possible time in order to trigger enormous stock options, regardless of the long-term strategic implications.
22 GURUS ON LEADERSHIP My current experience of working across the globe at all levels of business reveals an immense feeling of dissatisfaction with the quality of leadership currently being shown. Most people have no problem with business leaders who are successful and who generate massive, long-term shareholder value. But the frequent perception given is that many corporate leaders are solely concerned with an inherently selfish ‘I’ and ‘Me’ agenda. Principally this philosophy is characterized by the desire to inflate their company’s share price in the shortest possible time in order to trigger enormous stock options, regardless of the long-term strategic implications.
This leader pushes enough to achieve results but not at the expense of damaging people or morale. For this manager the aim is to achieve an acceptable and working compromise. They apply traditional reward and punishment strategies and seek to avoid ‘either or’ situations. They will frequently ‘split the difference’ to achieve a satisfactory solution. To some extent the approach is sub-optimal as it always seeks an acceptable compromise. 9 TEAM MANAGER This style describes the manager who effectively integrates people around the task demands.