Discovering the Leader in You: How to Realize Your Leadership Potential, New and Revised

Discovering the Leader in You: How to Realize Your Leadership Potential, New and Revised

by Sara N. King, David G. Altman, Robert J. Lee
Released March 2011
Publisher(s): Jossey-Bass
ISBN: 9780470498880

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Book description

Praise for Discovering the Leader in You

"An excellent guide for both new and seasoned leaders on the unique and complex challenges of leadership in the twenty-first century. This well-written, concise book will take you through the steps needed to make conscious, deliberate leadership choices in our 24/7 world of constant access and rapid change—choices that will help you better shape and control the influence you want to have."—Molly Corbett Broad, president, American Council on Education

"All great leaders strive for excellence by committing and periodically recommitting to self-improvement. In Discovering the Leader in You, the authors help leaders hone their awareness of self and environment in this must-read guide on the journey to betterment." —Risa Lavizzo-Mourey, president, Robert Wood Johnson Foundation

"An effective leader must have keen self-awareness, which can only be obtained through a systematic process of self-discovery and evaluation. This book will take you through a proven discovery process that will help hone your leadership skills. I highly recommend it." —Donna Noce, president, White House Black Market

"Discovering the Leader in You isn't about finding what's inside you or recovering what you've lost. It's about recognizing your situation, embracing its challenges, and making the necessary changes to overcome the challenges you face. This book helps leaders at all levels frame leadership discovery as a choice—a decision to make a difference to improve the lives of other people. Leadership is essential no matter the situation." —General James D. Thurman, commanding general, U.S. Army Forces Command

"Leaders can make or break an organization. With Discovering the Leader in You, the authors supply us with a systematic approach to excelling as a leader. The principles defined in this book can help you become the effective, impactful leader you want to be!"—Eric Wiseman, chairman, president, and CEO, VF Corporation

"Discover who you are as a leader with the world's top experts on the subject!" —Marshall Goldsmith

Table of contents

  1. Copyright
  2. PREFACE
    1. LEADERSHIP AS A CONSCIOUS CHOICE
    2. OUR INTENDED AUDIENCE
    3. THE DISCOVERING LEADERSHIP FRAMEWORK
    4. ACKNOWLEDGMENTS
  3. 1. WHERE DOES LEADERSHIP FIT IN YOUR LIFE?
    1. 1.1. THE CHALLENGES TODAY
      1. 1.1.1. Leaders' New Questions
      2. 1.1.2. The Problem of Drift
    2. 1.2. FROM DRIFT TO CLARITY: A FRAMEWORK FOR CHOICE AND ACTION
      1. 1.2.1. Choosing Leadership
      2. 1.2.2. The Discovering Leadership Framework
        1. 1.2.2.1. Current Organizational Realities
        2. 1.2.2.2. Your Vision
        3. 1.2.2.3. Your Values
        4. 1.2.2.4. Your Leadership Profile
        5. 1.2.2.5. Personal Realities and Expectations
    3. 1.3. THE UNDERLYING PHILOSOPHY OF DISCOVERING LEADERSHIP
    4. 1.4. EVERYDAY, EVERYWHERE LEADERSHIP
    5. 1.5. WHAT'S NEXT
  4. 2. ORGANIZATIONAL REALITIES, DEMANDS, AND EXPECTATIONS
    1. 2.1. HOW ORGANIZATIONS AND ORGANIZATIONAL LIFE ARE CHANGING
      1. 2.1.1. Changes in How Organizations and Customers Connect
      2. 2.1.2. Changes in the Definitions of Career and Work
      3. 2.1.3. Leading a More Diverse Workforce
        1. 2.1.3.1. Generational Diversity
        2. 2.1.3.2. Gender Diversity
        3. 2.1.3.3. Cultural Diversity
      4. 2.1.4. Globalization
      5. 2.1.5. Technology and Other Innovations
    2. 2.2. WHAT DO THESE CHANGES MEAN FOR YOU AS A LEADER?
    3. 2.3. CHANGING PERSPECTIVES ON LEADERSHIP
      1. 2.3.1. Nine Common Perspectives on Leadership
        1. 2.3.1.1. Leaders Are Born
        2. 2.3.1.2. Leadership Can Be Learned
        3. 2.3.1.3. Leaders Are Heroes
        4. 2.3.1.4. Leaders Are at the Top
        5. 2.3.1.5. Leaders Are Called to Serve
        6. 2.3.1.6. Leaders Are Defined by Position
        7. 2.3.1.7. Leaders Depend on and Are Created by Others
        8. 2.3.1.8. Leadership Is Temporary
        9. 2.3.1.9. Leaders Are Servants
      2. 2.3.2. What Can Be Gained from Exploring?
      3. 2.3.3. The Value of Knowing Your Views
    4. 2.4. INCREASING DEMANDS ON LEADERS
      1. 2.4.1. Visibility
      2. 2.4.2. Public Duties
        1. 2.4.2.1. Separation
        2. 2.4.2.2. Caretaking and Emotional Strain
        3. 2.4.2.3. Stamina
      3. 2.4.3. Job Insecurity
        1. 2.4.3.1. Less Freedom of Expression
        2. 2.4.3.2. Infrequent Relief and Its Strain on Your Family
        3. 2.4.3.3. Infrequent Honest Feedback
    5. 2.5. CONCLUSION
  5. 3. YOUR LEADERSHIP VISION
    1. 3.1. CONSCIOUS PERSONAL AND LEADERSHIP VISIONS
    2. 3.2. DISCOVERING OR CLARIFYING YOUR LEADERSHIP VISION
    3. 3.3. STRATEGIES FOR DISCOVERING A LEADERSHIP VISION
      1. 3.3.1. Tell Your Own Story
      2. 3.3.2. Reflect on Your Daydreams
      3. 3.3.3. Look for Trends and Patterns
      4. 3.3.4. Incorporate Lessons from Role Models
      5. 3.3.5. Assess Your Perspectives on Power and Conflict
      6. 3.3.6. Make Note of Your Creative Involvement
      7. 3.3.7. Follow Your Intuition
      8. 3.3.8. Look Beyond Yourself
    4. 3.4. WHAT A CLEAR LEADERSHIP VISION WILL DO
    5. 3.5. CONCLUSION
  6. 4. YOUR LEADERSHIP MOTIVATION AND VALUES
    1. 4.1. YOUR MOTIVATIONS TO LEAD
      1. 4.1.1. Validation
      2. 4.1.2. Rewards
      3. 4.1.3. Impact
      4. 4.1.4. Service
      5. 4.1.5. Meaning
      6. 4.1.6. Synthesizing Motivation for Leading
    2. 4.2. MOTIVATIONS AND CORE VALUES
      1. 4.2.1. Working Out Value Conflicts and Incompatibilities
      2. 4.2.2. How Values Change over Time
      3. 4.2.3. The Influences on Our Core Values
      4. 4.2.4. Core Value Congruence with Statements and Actions
      5. 4.2.5. Core Values and Organizational Choices
        1. 4.2.5.1. Dealing with Possible Risks
        2. 4.2.5.2. Shifts in Organizations' Values
    3. 4.3. VISION AND VALUES
      1. 4.3.1. Clarity of Your Values
      2. 4.3.2. Right and Wrong Values for Leaders
    4. 4.4. CONCLUSION
  7. 5. YOUR LEADERSHIP PROFILE
    1. 5.1. THE USE OF A LEADERSHIP PROFILE
      1. 5.1.1. The Importance of Knowing Your Profile
      2. 5.1.2. Your Strengths and Weaknesses
    2. 5.2. YOUR PERSONAL LEADERSHIP PROFILE
      1. 5.2.1. Leadership Competencies
        1. 5.2.1.1. Demonstrating Integrity
        2. 5.2.1.2. Building Trust
        3. 5.2.1.3. Getting Things Done Through Others
        4. 5.2.1.4. Developing Others
        5. 5.2.1.5. Communicating Well
        6. 5.2.1.6. Building Teams
        7. 5.2.1.7. Technological Savvy
        8. 5.2.1.8. Comfort with Ambiguity and Uncertainty
        9. 5.2.1.9. Flexibility and Adaptability
        10. 5.2.1.10. Creating Networks and Alliances
        11. 5.2.1.11. Global Astuteness
        12. 5.2.1.12. Synthesizing the Competencies
      2. 5.2.2. Your Leadership Roles
      3. 5.2.3. Your Learning Styles
        1. 5.2.3.1. Action Tactics
        2. 5.2.3.2. Thinking Tactics
        3. 5.2.3.3. Feeling Tactics
        4. 5.2.3.4. Tactics for Accessing Others
        5. 5.2.3.5. Understanding Your Learning Style
      4. 5.2.4. Your Change Styles
        1. 5.2.4.1. Conservers
        2. 5.2.4.2. Pragmatists
        3. 5.2.4.3. Originators
        4. 5.2.4.4. Understanding Your Change Style
      5. 5.2.5. Developmental Assignments, Career History, and Life Experiences
        1. 5.2.5.1. Developmental Assignments
        2. 5.2.5.2. Career History
        3. 5.2.5.3. Life Experiences
      6. 5.2.6. Derailment Factors
        1. 5.2.6.1. Problems with Interpersonal Relationships
        2. 5.2.6.2. Difficulty Leading a Team
        3. 5.2.6.3. Difficulty Changing or Adapting
        4. 5.2.6.4. Failure to Meet Business Objectives
        5. 5.2.6.5. A Narrow Functional Orientation
    3. 5.3. CONCLUSION
  8. 6. PERSONAL REALITIES, DEMANDS, AND EXPECTATIONS
    1. 6.1. IMPACT OF WORK ON PERSONAL LIFE—AND VICE VERSA
      1. 6.1.1. Impact of Work on Your Personal Life
      2. 6.1.2. Impact of Your Personal Life on Work
    2. 6.2. WORK-LIFE INTERDEPENDENCIES
      1. 6.2.1. Changing Views of Work-Life Balance for Leadership
      2. 6.2.2. Are Balanced Leaders Really Better?
      3. 6.2.3. The Benefits of Lesson Transfer
      4. 6.2.4. Organizational Responses to Issues of Balance
    3. 6.3. YOUR OWN WORK AND PERSONAL LIFE SITUATION
    4. 6.4. WEIGHING COSTS AND BENEFITS
    5. 6.5. FIVE STRATEGIES FOR ACHIEVING MORE BALANCE
      1. 6.5.1. Integrating
      2. 6.5.2. Narrowing
      3. 6.5.3. Moderating
      4. 6.5.4. Sequencing
      5. 6.5.5. Adding Resources
    6. 6.6. CONCLUSION
  9. 7. THE LEADER IN YOU
    1. 7.1. USING THE DISCOVERING LEADERSHIP FRAMEWORK
    2. 7.2. IDENTIFYING YOUR LEADERSHIP PURPOSE
    3. 7.3. WRITE A LETTER TO YOURSELF
    4. 7.4. THE LEADERSHIP DECISION LADDER
      1. 7.4.1. Rung by Rung
      2. 7.4.2. Before You Step Up to the Next Rung
    5. 7.5. CONTINUING TO DISCOVER THE LEADER IN YOU
      1. 7.5.1. Clarifying Goals
      2. 7.5.2. Getting the Help You Need
        1. 7.5.2.1. Sounding Board
        2. 7.5.2.2. Counselor
        3. 7.5.2.3. Cheerleader
        4. 7.5.2.4. Companion
        5. 7.5.2.5. Mentor
      3. 7.5.3. Staying on Track
    6. 7.6. CONCLUSION
  10. REFERENCES
  11. ABOUT THE AUTHORS
  12. ABOUT THE CENTER FOR CREATIVE LEADERSHIP
      1. Capabilities
      2. Open-Enrollment Programs
      3. Customized Programs
      4. Coaching
      5. Assessment and Development Resources
      6. Publications
      7. Leadership Community
      8. Research

Product information

  • Title: Discovering the Leader in You: How to Realize Your Leadership Potential, New and Revised
  • Author(s): Sara N. King, David G. Altman, Robert J. Lee
  • Release date: March 2011
  • Publisher(s): Jossey-Bass
  • ISBN: 9780470498880