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Some leaders just have 'it'. They walk into a room and you know they are in charge. But how? What sort of person is so inspirational that even when the chips are down they make their team feel like the strongest warriors, ready and willing to march over the hill into battle? Drew Povey is one of the UK's most influential leadership authorities. Over decades working with leaders in education, the police, the National Health service, elite-level sport and international businesses, he has developed a unique multi-sector viewpoint - and a universal model for becoming an authoritative, dynamic and brave leader. Every successful CEO, world-beating sports captain and inspirational teacher exhibits the same characteristics: the 7Cs that together create the Leadership `it' Factor - curiosity, change-ability, charisma, connection, confidence, collaboration and courage. Taking each attribute in turn, Drew explains its necessity and guides the reader with steps and exercises to master it. With countless concise case studies from the worlds of business, education and global politics - some famous; some not so famous; many notorious - Drew draws lessons, guides development and paves the path to great leadership.
Leadership expert Drew Povey takes the reader though the seven characters that make up exceptional leaders
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
Rapid improvements and constant advancements in information technology have inevitably lead to significant changes for businesses across the globe. As a result, some of these large shifts have unfortunately ended in major financial crises. Technology and Financial Crisis: Economical and Analytical Views investigates financial crises from unique points of view. Not only does this publication consider the broader economical implications that a financial crisis can have on one business or on a whole country, but it also thoroughly discusses the smaller areas which are affected or contribute to the downfall. This book is intended to be of use to the public sector, researchers, practitioners, and educators who are interested in the affects of a financial crises and possible ways to reduce such large scale problems in the future.
Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies is the second major publication of GLOBE (Global Leadership and Organizational Behavior Effectiveness), a groundbreaking, large-scale project on international management research featuring contributions from nearly 18,000 middle managers from 1,000 organizat
People can learn how to lead. This was the position John H. Zenger and Joseph R.Folkman took when they wrote their now-classicleadership book The Extraordinary Leader—and it’sa fact they reinforce in this new, completely updatededition of their bestseller. When it was first published, The ExtraordinaryLeader immediately attracted a wide audience ofaspiring leaders drawn to its unique feature: theextensive use of scientific studies and hard data,which served to demystify the concept of leadershipand get readers thinking about the subject ina pragmatic way. Now, Zenger and Folkman revisit the subject to addressleaders’ most pressing concerns today. Theresult is an up-to-date, essential leadership guidefor the twenty-first century that includes: Late-breaking research on the psychologyof leadership New information on leading in a globalenvironment A breakthrough case study on measuringimproved leadership behavior Studies revealing the importance offollow-through The Extraordinary Leader is a remarkable combinationof expert insight and extensive research.The authors analyzed more than 200,000 assessmentsdescribing 20,000 managers—by far themost expansive research ever conducted for a leadershipbook. Zenger and Folkman have created the leadershipbook of the ages. The Extraordinary Leader explainshow to build leadership skills that will take you andyour organization to unimagined success.
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A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
Leadership and Musician Development in Higher Music Education informs, challenges and evaluates the central practices, policies and theories that underpin the preparation of future music leaders and the leadership of music in higher education. In higher education, it is often presumed that preparing for professional work is the responsibility of the individual rather than the institution. This anthology draws on the expertise of music practitioners to present the complexities surrounding this topic, exploring approaches to leadership development while addressing prevalent leadership issues from multiple standpoints. Leadership is an inherent part of being a musician: from the creative act through to collaborative engagement, it is fundamental to creating and sustaining a career in music. To expect musicians to develop these necessary skills "on the job", however, is unreasonable and impractical. What support might be given to those looking to negotiate a career as a musician? In fourteen essays, contributors from around the globe explore this question and more, questions such as: How might leadership be modelled for aspiring musicians? How might students learn to recognise, appraise and extend their leadership development? How might institutional leaders challenge curricular and pedagogical norms? Effective leadership development for musicians is vital to the longevity of the profession – Leadership and Musician Development in Higher Music Education is a likewise vital resource for students, educators and future music leaders alike.