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Many leader development models are complex. Figuring them out (let alone implementing them) can seem impossible. Dr. Lybarger draws on his years of experience serving clients in the public sector to highlight seven practices that good leaders master in this practical, easy-to-follow guidebook. The practices are not linear but interlaced, and when woven together, they create a complex tapestry of leadership behaviors. In examining the seven practices, the author answers questions such as: • Why do some public service employees love their work and remain engaged while others disengage and do the minimum? • What does it take for love, belonging, and community to dispel fear, disengagement, and isolation? • What sustains those who are engaged and motivated to serve the public? Other topics include what leaders can do to help those who are floundering flourish, ways to promote a culture of respect, and the differences between managers and leaders. Although traditional leadership models have not kept pace with the demands of the workplace, individuals who are pillars of exemplary public service leadership can guide their public service peers to successful leadership.
Many leader development models are complex. Figuring them out (let alone implementing them) can seem impossible. Dr. Lybarger draws on his years of experience serving clients in the public sector to highlight seven practices that good leaders master in this practical, easy-to-follow guidebook. The practices are not linear but interlaced, and when woven together, they create a complex tapestry of leadership behaviors. In examining the seven practices, the author answers questions such as: - Why do some public service employees love their work and remain engaged while others disengage and do the minimum? - What does it take for love, belonging, and community to dispel fear, disengagement, and isolation? - What sustains those who are engaged and motivated to serve the public? Other topics include what leaders can do to help those who are floundering flourish, ways to promote a culture of respect, and the differences between managers and leaders. Although traditional leadership models have not kept pace with the demands of the workplace, individuals who are pillars of exemplary public service leadership can guide their public service peers to successful leadership.
Leadership Coaching examines the models and techniques used to develop leadership in others through a coaching relationship. Looking at specific models, each contributor reviews the research which supports the model and then explores how the model can be of help in a coaching relationship. The book includes chapters on well known models such as Porter's Strategy model and Goleman's model of leadership styles. It also draws on work from both the western view of leadership, as well as other traditions such as using ancient writers of Sun Tzu and African myths.
This book provides instruction on the requirements for the Institute of Leadership and Management coaching & mentoring qualifications levels 5-7. As a leader, senior manager or executive, you are often required to act as a coach or mentor for your staff. This book will enable you to set up coaching programmes that can make a significant difference to staff retention and motivation. It will give you the knowledge and skills you need to encourage your staff to grow so that you can get on with your own essential leadership role. In this book you'll discover how to: - become an effective leader and coach *distinguish between coaching and mentoring - establish the right coaching climate *develop effective communication skills - set up the first coaching session *present a business case for coaching ...and much more. You'll also find out the various coaching models available and equip yourself with useful tools and exercises that you can employ in your coaching sessions. Contents: List of figures and tables; Acknowledgements; Introduction; 1. What is Coaching?; 2. Become an effective leader and coach; 3. Internal and external coaching; 4. The differences between coaching and mentoring; 5. Establishing the right climate; 6. Coaching Models; 7. Coaching tools and exercises; 8. Effective communication skills; 9. Analysing comminications to indentify meaning; 10. Respecting others' worldviews and motivating your coachees; 11. Overcoming barriers to coaching and mentoring; 12. Understanding the role of power and authority; 13. Setting up the first session; 14. Presenting a business case for coaching; 15. Coaching supervision and super-vision; 16. Co-Coaching and team coaching; 17. Organisational approaches to coaching; Appendix 1: Sample forms and competences; Appendix 2: Controlling costs; Appendix 3: Case studies and evidence to support the value of coaching; Useful resources; Index
Current and aspiring justice, public safety, and private security leaders should read this book. This book is intended for a diverse readership. A rich composite of competencies is needed by the wide range of professional leaders who will read this book. The reader should expect to find examples of various concepts and skills from multiple working environments. These include business, education, health, social services, criminal justice, and government because police and other justice and public safety leaders find themselves interfacing with-and learning from-all these areas where leadership is applied daily. For the first time that we know of in history, everyone working in an agency may have a foundational understanding and agreement about leadership and how it can be developed. Along with the publication of this 4th Edition of this book, we are publishing the 1st Edition of "Every Fire-Rescue Professional is a Leader: A Practical Guide for Individual, Team, and Organization Development" to serve the leadership development needs of Fire and Rescue Professionals.
The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up. But how can you make the best use of coaching within your organization? Executive Coaching for Results helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others, and combine that with their years of industry experience to advance the state of the art. Executive Coaching for Results includes topics such as: Integrating coaching into your organization's overall leadership development strategy Locating and screening coaches worldwide Developing an internal coaching program Deciding which coaching assessments and instruments are appropriate to your situation Measuring the impact and ROI of coaching Following up after coaching Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.
This book presents tools, techniques, and best practices to develop public-sector leadership. Based on scholarly research as well as the authors’ professional experience as leadership trainers and consultants, it offers guidance and practical know-how for public-sector managers, civil servants and policymakers in public administration on how to create and develop leadership skills and practice. By analyzing the particular nature of political processes and public policy decision-making as well as the complex challenges of public organizations, the authors identify competencies, leadership skills and methods required for successful governance, administration, and management of public organizations. The authors also discuss different leadership styles and philosophies, cover topics such as public sector leadership training of 2020’s, and present case studies on successful public-sector leadership development and future-oriented leadership models. Balancing public-sector leadership theory with practical illustrations and examples, tools and techniques, the book helps managers master the art of public-sector leadership.
Developing Public Service Leaders examines why and how governments and representative bodies in public service organizations have mounted major interventions over the last two decades to develop senior staff as leaders. A critical explanation is developed of the foundational contribution made by national leadership development interventions in the 2000s to the emergence, proliferation, and normalization of leadership development provision. Through carrying out qualitative research in England, the authors investigate the national leadership development interventions for school education, healthcare, and higher education. Whilst also looking at the contemporary legacy of these interventions within a global scale, examining the growing international movement and comparing interventions across the world. The book looks at new ways to approach leadership development, adopting a novel perspective on leadership as a metaphorical concept and coining the concept of 'leaderism', and exploring how although senior staff may be widely acculturated as leaders, they may not necessarily be committed to acting as government change agents. Leadership development makes a diffuse contribution towards the ongoing neoliberalization of public services. Developing Public Service Leaders is a comprehensive and essential read for a researcher or policymaker striving for an in-depth understanding of the field and its ramifications.
Eminently readible, current, and comprhensive, this acclaimed text sets the standard for instruction in
Most leadership literature stems from and focuses on the private sector, emphasizing personal qualities that bind leaders and followers to a shared purpose. As the authors of New Public Leadership argue, if these shared purposes do not build trust and legitimacy in public institutions, such traditional leadership tropes fall short of the standard demanded by contemporary public servants. For twenty years the authors have been developing a leadership education and training framework specifically designed to encourage public service professionals to ‘lead from where they sit.’ This book presents that comprehensive, integrated, and practical leadership framework, grounded in the uniqueness of public legal missions, culture, history and values. The authors explore three key elements of leadership success: 1) an understanding of our public service context, including the history, the values and the institutions that comprise our leadership setting, 2) a set of tools designed to help leaders initiate collective action in wicked challenge settings, and 3) tools to support sound judgment, enabling leaders to do the right thing in the right circumstances for the right reasons. The authors further provide readers with a basic understanding of democratic institutions, encouraging them to work within and across multiple vertical and horizontal systems of authority. The book is organized into four sections, each of which is accompanied by a Master Case that provides the reader with an opportunity to apply the principles and leadership tools discussed in the text to practice. To further reinforce the practice-centered approach to leadership knowledge and skills, the authors have developed an accompanying EMERGE Leadership Handbook, complete with exercises, available online. Written specifically with the practicing public manager in mind, this book arms public servants with a large repertoire of leadership skills, designed to accommodate changing public values and conflicting priorities at all levels of our public organizations.