The Complete Idiot's Guide to Leadership

Book description

The Complete Idiot's Guide to Leadership, Second Edition, is for novices in the areas of leadership, business management, and working with people. Beginners can learn practical ways to apply leadership techniques in their daily work life.

Topics covered in the book include team and group leadership, thinking and acting like a leader, conflict resolution, and developing employee potential. The author discusses some of today's more popular leadership styles, highlighting the differences, and profiles managers who use the styles effectively.

Table of contents

  1. Cover
  2. Copyright
  3. Contents
  4. Foreword
  5. Introduction
    1. Special Features
    2. Acknowledgments
    3. Trademarks
  6. Part 1 Think Like a Leader
    1. Chapter 1 What Is Leadership?
    2. What Leadership Really Means
    3. So What’s So Good About Being a Leader?
    4. The Difference Between Leaders and Managers
    5. A Leader Is a Manager
    6. An Example of a Leader and Manager
    7. An Example of a Leader Who Is Not a Manager
    8. A Leader Is Involved in a Partnership
    9. How Good Are You at Inspiring, Persuading, Influencing, and Motivating?
    10. Inspiration
    11. Persuasion
    12. Influence
    13. Motivation
    14. Leaders Accomplish Big Changes
    15. Chapter 2 Build Your Self-Confidence
    16. Why Self-Confidence Is Important
    17. Use Positive Self-Talk
    18. Eliminate Negative Self-Talk
    19. You’ve Got More Going for You Than You Thought
    20. Rev Up Your Need for Power
    21. How Strong Is Your Need for Power?
    22. Visualize a More Powerful You
    23. Grab a Few Easy Victories
    24. Bounce Back from Setbacks and Embarrassments
    25. Get Past the Emotional Turmoil
    26. Find a Creative Solution to Your Problem
    27. Develop Your Emotional Intelligence
    28. So How Do I Develop a High Emotional IQ?
    29. Chapter 3 How Do Leaders Think?
    30. Trust Your Gut Feelings
    31. Start Seeing the Big Picture
    32. Strategic Thinking
    33. Systems Thinking
    34. Big Thinking
    35. Why and When to Ask Tough Questions
    36. Why Should I Ask a Tough Question?
    37. When Should I Ask Tough Questions?
    38. Put Some Creative Punch Into Your Thinking
    39. for Creativity Improvement
    40. Develop Your Insight
    41. How Do I Develop a Leader’s Ability to Read People?
    42. Chapter 4 How About a More Charismatic You?
    43. What in the World Is It? And How Can I Get It?
    44. Learn to Express Your Feelings
    45. Connect Feelings with Facts
    46. Where Do You Get Enthusiasm, Optimism, and Energy?
    47. Be Candid
    48. Flatter Sensibly
    49. Use Animated Facial Expressions
    50. Do You Look Powerful? Do You Act Powerful?
    51. Do You Move and Act Purposefully?
    52. Chapter 5 Communicate Like a Leader
    53. Impress Them with Heavy-Impact Language
    54. Dazzle with Analogies and Metaphors
    55. Inspire with Storytelling
    56. Does Your Nonverbal Language Project Leadership?
    57. Get Your Verbal and Nonverbal Behavior in Synch
    58. The Eyes Have It
    59. Stand Up Straight!
    60. Personal Space
    61. Watch Your Hands!
    62. How Do You Sound?
    63. Your Time Is Important
    64. Do You Appear Confident, Friendly, and Approachable?
    65. Hit ’Em with Your Power-Oriented Language Style
    66. Junk Words and Pauses
    67. Hackneyed Clichés and Recycled Anecdotes
    68. Does Every Noun Want to Be a Verb?
    69. Be Credible
    70. Chapter 6 How to Develop Credibility
    71. Act Credible in an Incredible World
    72. Write Down What You Stand For
    73. Jiffy Guide for Making Decisions in the Gray Zone
    74. Excuse My Cliché, but Walk the Talk
    75. Stop Wearing Your Sunglasses Indoors
  7. Part 2 Act Like a Leader
    1. Chapter 7 Your Tool Kit of Influence Tactics
    2. You Are a Role Model
    3. Get the Corporate Culture Across to People
    4. Demonstrate What Good Customer Service Means
    5. Treat Company Policy with Respect
    6. Demonstrate Sparkling Work Habits
    7. Do Your Share of Dirty Work
    8. Show People What It Means to Act Professionally
    9. Be a Paragon of Health, Safety, and Appearance
    10. Evangelists Make Good Leaders
    11. What Do You Want People to Do or Feel?
    12. Appeal to Key Values
    13. Formulate an Awesome Vision
    14. Use High-Impact Words and Phrases
    15. Ask the Right Questions
    16. Inspire People with Success Stories
    17. Can You See, Feel, Touch, and Taste It?
    18. Be Personally Magnetic
    19. Release Your Emotions at the Right Time
    20. “Hey, I’d Like Your Input”
    21. Nothing Like Being the Resident Genius
    22. Set Up a Favor Bank
    23. Manipulate Others and Still Like Yourself in the Morning
    24. The Bandwagon Technique
    25. Joking and Kidding
    26. Hint at an Implied Benefit
    27. Do I Use Influence Tactics Alone or in Combination?
    28. Chapter 8 Grabbing Power
    29. The Right Internal and External Networks Can Bring You Power
    30. How Your Network Members Can Enhance Your Power
    31. How to Assemble a World-Class Network
    32. Keep Your Network Alive
    33. Grab On to Hot Problems
    34. Come Storming Out of the Gate
    35. In Union There Is Strength
    36. Be Your Group’s Publicity Director
    37. How Does Increasing the Visibility of Your Group Work in Practice?
    38. Here’s How You Can Do It, Too
    39. “If You Don’t Believe Me, Listen to Our Consultant”
    40. Avoid Political Blunders to Prevent Power Erosion
    41. Criticizing Your Manager or Other Key Person in a Public Forum
    42. Bypassing the Manager
    43. Overt Displays of Disloyalty
    44. Being a Pest
    45. Burning Your Bridges
    46. Chapter 9 How to Choose the Right Leadership Style
    47. Going North, South, East, and West to Learn About Your Style
    48. Who’s in Charge Here?
    49. Authority Vested in the Leader
    50. Authority Vested in the Group Members
    51. Authority Vested in the Situation
    52. Time Pressures
    53. Are You a Member of the Band or a Soloist?
    54. “Help Me, Help Me” vs. “Please Get Out of My Light”
    55. Orientations for Providing Guidance
    56. Guidelines Help You Decide How Much Guidance to Provide
    57. “I’m Here to Help You”
    58. A More Elastic You
    59. Chapter 10 Become a Multicultural Leader
    60. Now I Know Why You Act the Way You Do
    61. We’re All Different; We’re All Okay
    62. Vive la Différence inCultural Values
    63. Individualism vs. Collectivism
    64. Acceptance of Authority and Status
    65. Risk-Taking Attitude
    66. Materialism vs. Caring for People
    67. Long-Term Thinking vs. Short-Term Thinking
    68. Formality vs. Informality
    69. Urgent-Time Orientation vs. Casual-Time Orientation
    70. High vs. Low Emphasis on the Surrounding Situation
    71. The United States vs. the Rest of the World
    72. Where Do I Find a Multicultural Carrot?
    73. Link Rewards to What People Want
    74. Find Out What People Want
    75. Chapter 11 You Can Become a Visionary and Transformational Leader
    76. You, Too, Can Make Management Gurus Weep with Joy
    77. Oh, What a Beautiful Future!
    78. Think, Talk, and Act Big
    79. Can You Bring About Some Really Big Changes?
    80. Changing the Organization Culture
    81. Raising People’s Awareness About Rewards
    82. Helping People Look Beyond Self-Interest
    83. Helping People Search for Self-Fulfillment
    84. Investing Others with a Sense of Urgency
    85. Committing to Greatness
    86. Why Not Create a Revolution?
    87. Being a Knowledge Manager
    88. Now That You’ve Created This Monster, What Do You Do Next?
    89. Helping People Understand the Need for Change
    90. Gain Political Support for Change
    91. Point Out the Financial Benefits
    92. Place Adaptable People in Key Spots
    93. Allow for Discussion and Negotiation
    94. Refer to Your Inspirational Vision
    95. How About Some Hard Data About What Transformational Leaders Really Do?
  8. Part 3 You Can Become a Team Leader
    1. Chapter 12 You Can Become a Motivational Force
    2. Are You WIIFM or Against Them?
    3. How to Use WIIFM
    4. Why Are You People So Needy?
    5. The Need Cycle
    6. Let’s Get Down to Specifics
    7. A Four-Letter Word for Focusing People’s Energies
    8. What’s the Missing Link?
    9. Yeah, but What About Those Gen-X People?
    10. Think Big and Set Up a Supercharged Atmosphere
    11. Chapter 13 The People Side of Team Leadership
    12. Begin with a Little Brainwashing
    13. “I Love Ya, Babe; You’re a Customer”
    14. Relax—Everyone Around Here Can Be Trusted
    15. Use Team Terms and Bury the First Person Singular
    16. Hey, Gang, We’re a Bunch of Winners!
    17. The Right Type of Job Design
    18. A Feeling of Empowerment
    19. Interdependence Among Team Members
    20. Group Composition and Size
    21. The Right Environment and Resources
    22. Activities Within the Group
    23. Familiarity with Jobs, Co-Workers, and the Work Environment
    24. How About a Retreat at Lake Tahoe?
    25. Chapter 14 Techniques for Enhancing Team Spirit
    26. We’re Destined for Greatness
    27. Don’t Be Bashful; Let’s Hear What You Have to Say
    28. It’s Difficult to Ignore Somebody Six Inches Away
    29. Do I Have an Idea for You!
    30. Have a Nice Reward; You Helped the Group
    31. How About Team Coffee Mugs and Matching T-Shirts?
    32. You Know Who the Enemy Is
    33. No Job Is Too Dirty for Me
    34. You Won’t Hear Me Go “Oink, Oink!”
    35. Sorry, Rest of the World; You’re the Outgroup
    36. Introduce Humor with Appropriate Frequency
    37. How Are We Doing, Gang?
    38. Chapter 15 The Task Side of Team Leadership
    39. Let Them Sweat a Little
    40. Do What Needs to Be Done If It Doesn’t Cost Money
    41. Not to Upset You, but Here Are Some Facts to Digest
    42. If We Play Our Roles Right, We’ll Be Successful
    43. Now I Have to Kiss Up to Co-Workers as Well as the Boss
    44. Practice Open-Book Management
    45. Why Did You Select That Font, and Why Is Your Left Shoelace a Little Loose?
    46. Chapter 16 Managing Conflict
    47. What You Rarely Read About in the Annual Report—Conflict
    48. Conflict Consumes Considerable Leadership Time
    49. Conflict over Goals Can Result in Extreme Self-Interest
    50. Prolonged Conflict Is Detrimental to Your Health
    51. Time and Energy Can Be Diverted from Reaching Important Goals
    52. Conflict Can Lead to Employee Sabotage
    53. Worst of All, Conflict Can Lead to Workplace Violence
    54. Let Me Tell You What’s Really Bothering Me
    55. Let’s Make Everybody a Winner
    56. Here’s What I Think You Think of Me
    57. Being Fired Isn’t So Bad; It Helps Me Develop Job Search Skills
    58. You’re Right; I Am Kind of Sloppy and Stupid
    59. So What Do You Want Me to Do?
  9. Part 4 How to Help Groups Lead Themselves
    1. Chapter 17 How to Become an Empowering Leader
    2. I Hear the Word “Empowerment” Every Day—What Does It Really Mean?
    3. The Psychological Dimensions of Power
    4. Give Away Power to Gain Power
    5. As Grand Master of the Universe, I Now Empower Thee
    6. Allow Group Members to Choose Methods
    7. Good Morning Ladies and Gentlemen—Your Flight Captain Today Is an Empowered Baggage Handler
    8. Don’t Overlook Expertise
    9. To Empower or Not To Empower
    10. Now That You’re Empowered, I Don’t Have to Work So Hard
    11. Sorry, You Can’t Decide on the Size of My Bonus
    12. Chapter 18 Helping Groups Make Decisions
    13. Are Six Heads Better Than One, or Is One Head Better Than Six?
    14. Ahh, It Feels So Right to Contribute
    15. If It Worked for Edison, Einstein, and Salk, Why Not for Us?
    16. Mirror, Mirror on the Wall, Which Is the Fairest Solution of All?
    17. Ladies and Gentlemen, Start Your Pens, Pencils, and Felt-Tip Markers
    18. Chapter 19 Winning the Support of Group Members
    19. You Make Me Feel So Good
    20. Hold an Employee Appreciation Day
    21. Respect Seniority
    22. Give Small Gifts and Send Greeting Cards Throughout the Year
    23. You Can Do It; I Know You Can
    24. Hi, Son; Hi, Daughter; Hi, Cousin Kim
    25. Let Me Tell You About This Wonderful Group of Guys and Gals
    26. What Do You Think I Should Do?
    27. I Appreciate Your Suggestion; It’s a Start
    28. Here’s the Once-a-Year Event You’ve Been Anticipating
    29. Develop Some Rituals and Ceremonies
    30. Chapter 20 Leading Others Through a Crisis
    31. There Are Two Seconds Left on the Clock; Throw Me the Ball
    32. You Can Reach Me at the Command Center
    33. It’s Back to Basics
    34. Follow Me to the High Ground
    35. The Turnaround Manager Approach
    36. Bouncing Back from a Fire or Flood
    37. Lucky You, You’re Becoming an Experienced Crisis Worker
    38. Turn Your Burned-Down Business into a Parking Lot
    39. Build a Hurricane Shelter Now
    40. Engage in Crisis Forecasting
    41. Develop Crisis-Management Policies and Procedures
    42. Establish a Corporate Crisis-Management Team
    43. Build Cash Reserves
    44. Avoid the Titanic Mentality
    45. Chapter 21 Turning Around Problem People
    46. An Intelligent, Well-Informed Person Would Agree with Me
    47. Bandwagon Technique
    48. “Always” Technique
    49. Door-in-the-Face Technique
    50. Threats
    51. Biased Reporting
    52. Psychological Sabotage
    53. I’m Committed to Making Life Miserable for You
    54. Okay, So You’re Weird; I Still Want You on the Team
    55. The Person with a Strong Need to Be Correct
    56. The Attention-Seeker
    57. The Anti-Control Freak
    58. The Cynic About Management
    59. The Passive-Aggressive Personality
    60. Let’s See If We Can Work Out a Beautiful Deal
    61. I Hear You, I See You, and I Think You’re Adorable
    62. Am I Your Boss or Your Therapist?
  10. Part 5 Helping Others Develop Their Potential
    1. Chapter 22 How to Become a Nurturing Leader
    2. Nobody Leaves My Nest Without Being Able to Fly
    3. Who Wants to Fly Like an Eagle?
    4. I Think What You Say Is Wonderful
    5. I Need You to Work All Weekend, and How Is That Infection on Your Basset Hound’s Paw?
    6. You Can Grow If You Copy Me
    7. You Poor Baby, Let Me Lick Your Wounds
    8. Chapter 23 Giving Feedback and Positive Reinforcement
    9. How About a Little Data?
    10. How to Make Feedback a Joyous Experience (Well, Almost)
    11. Give Specific Feedback
    12. Put the Ball in the Group Member’s Court
    13. Deliver Feedback Close in Time to the Event
    14. Focus on Behavior Rather Than Personality
    15. Firsthand Feedback Is Better Than Secondhand
    16. Honest Feedback Is the Best
    17. How to Water Human Plants
    18. It’s Great to Feel Appreciated
    19. Chapter 24 Your Role as Coach and Facilitator
    20. Coaching Isn’t Just My Job, It’s My Philosophy
    21. Here’s the Ideal, Here’s the Real, and Here’s Your Gap
    22. I’m Going to Set the Bar Just Two Inches Higher Now
    23. The Facts Show That I’m Giving You Great Advice
    24. I Hear and See What You’re Saying
    25. Hey, Let’s Kick Barriers
    26. I Want to Make You Feel Good
    27. You Are Going to Change, Aren’t You?
    28. What About a Coach for the Coach?
    29. Chapter 25 How to Mentor
    30. I Hear the Word Every Day, but What Does It Really Mean?
    31. What Have You Done for Me Lately?
    32. Career Development and Mentoring
    33. Emotional Support and Mentoring
    34. You Are My Hero, My Heroine, My Everything
    35. Not Just Any Old Protégé Will Do
    36. You, Too, Can Be a World-Class Mentor
    37. Selecting a Protégé
  11. Appendix A Additional Resources for Learning How to Lead Effectively
  12. Appendix B Glossary
  13. Index

Product information

  • Title: The Complete Idiot's Guide to Leadership
  • Author(s): Andrew J. DuBrin
  • Release date: October 1997
  • Publisher(s): Alpha
  • ISBN: 9781101199077