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Harvard Business School professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career.
With wit and wisdom, this book shares insights of a man who rose from being a reluctant draftee sent to fight in Vietnam to later becoming a colonel and an architect of the Department of Behavioral Sciences at West Point, and who currently works to develop IBM’s senior leaders. This book does not describe the view from the heights of leadership; rather, it identifies the attributes and behaviors needed to make the climb and explains how to develop them in ourselves and in others. It emphasizes creation of organizational climates with 360 degrees of trust and deep engagement; explains the importance of intrinsic motivation; explores principle-based leadership; introduces The 5 Trust Vital Signs; promotes collective leadership; and concludes with a statement of concise tenets of the author's leadership philosophy.
How do you know if your leadership is transformational or if it's fleeting? Does a great speech or a large following mean that someone is transformational? What kind of leader are YOU? Businesses, economies, families, systems fail daily from a lack of or misguided leadership. It can be changed. It starts with the leader you see every morning in the mirror. In The Leader in the Mirror, Eric Powell defines differing types of leadership, presents how they impact our culture, and helps you see what barriers are preventing you from being the leader God created you to be. Using Nehemiah as a leadership model, this book uses biblical structure, personal testimony, and real business and political examples to demonstrate the gaps in our instant gratification culture and offers solutions that you, the leader in the mirror, can employ to close those gaps. God offers a second chance to get on one accord with His purpose for your life. Will the leader in the mirror take that chance?
This collection of 32 hands-on, experiential exercises, will give you insight and feedback on eight areas of managerial effectiveness. Each exercise contains an assessment, instructions for self-scoring, and interpretation of results. The data you generate will help you: -- Identify personal strengths and weaknesses -- Gain insight into the competencies and values needed to manage effectively -- Prepare an individual development plan that will speed your growth and maturity as a manager Volume 1: Competencies Includes 16 self-assessments in the areas of -- Communication -- Supervision --Administration -- Cognition
"Teacher Leadership 2.0 is a step-by-step discussion and description of how and why to foster teacher leadership in schools. Unlike top-down delivered leadership, this book will seek to empower teachers throughout schools to create and grow in leadership roles. This topic has gained traction in district and school level discussions and has become a key topic at teacher and principal conferences in the last few years. There are five conceptual must-haves that are essential in promoting teacher leadership in schools today. Must-Have #1: Why Top Down Change Is Less Effective Today Than Ever. Must-Have #2: Teacher Leadership in Schools Is a Force Not a Position. Must-Have #3: Why We Don't See Teachers as Leaders (Bad Images of Teachers). Must-Have #4: Leadership, Learning, and Change Are One. Must-Have #5: Teacher Leadership: A New Definition"-- Provided by publisher.
Challenging work experiences are the richest source of learning for today's managers. Yet lessons embedded in these experiences are not always obvious. This comprehensive book describes a critical yet under-researched element of how managers learn from these experiences: reflection. Today's workplace demands continual learning, which in turn requires reflection. While this book supports the prevailing view that reflection is central to experiential learning, it challenges the traditional views that it is the same as contemplation, that it is incompatible with management, and that it is time-consuming and unnatural for managers. Original quantitative and qualitative research reported in this book indicates that two different yet complementary modes of managerial reflection exist: active and proactive. Active reflection is something that managers naturally engage in during challenging job experiences, whereas managers must be prompted to engage in proactive reflection. Both modes involve processes of intentional inquiry. Different forces are necessary to stimulate each type of reflection. Based on these findings, the claim is made that the potential to learn from experience is greatest when managers intentionally engage in both modes. Accordingly, a holistic model that integrates active and proactive reflection is presented. This model has important implications for theorists and researchers of managerial learning by identifying previously unreported aspects of reflection. It is also relevant to practitioners and companies who desire to enhance what their managers learn from their workplace experience.
A no-nonsense guide to driving performance while still maintaining a great place to work Leadership Isn't For Cowards offers straightforward steps to leading courageously and practical tips for driving performance. Courageous leadership means toughening your approach by being rigorous in the application of your values through the company culture. It means confronting and challenging people, and not letting them get away with being less than you know they can be. The path to courageous leadership has six components: Accept Your Current Circumstances, Take Responsibility, Take Action, Acknowledge Progress, Commit to Lifelong Learning, and Kindle Relationships. These manageable steps include: Identify the area in your business or life where a gap exists between your current reality and your desired reality Align yourself with a person or a group of people who can commit to holding you accountable for closing the gap Make a specific commitment to the outcome(s) you want and assign dates to them With courageous leadership, you'll create a culture and a mindset that encourages and demands excellence! Follow these steps to bring out the best in your employees and lead your company to significant success.
Heartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches.
Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting.
Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had.