Get 21 Great Leaders: Learn Their Lessons, Improve Your PDF
By Pat Williams, Jim Denney
To enhance your individual management impression, research the lives of serious leaders—you’ll locate 21 of them in Pat Williams’ latest booklet. Member of the Basketball corridor of status, senior vice chairman of the Orlando Magic, and writer of ninety books, Pat Williams has dedicated a lot of his existence to the learn of leadership—and stocks the tales and rules of people from George Washington to Nelson Mandela, Billy Graham to Walt Disney, and Margaret Thatcher to Steve Jobs. prepared round Pat’s “Seven aspects of Leadership”—Vision, verbal exchange, humans talents, personality, Competence, Boldness, Serving Heart—21 nice Leaders will offer problem, encouragement, and confirmation in your personal management trip.
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Extra info for 21 Great Leaders: Learn Their Lessons, Improve Your Influence
They observe us in our roles and borrow from our successes as we do from theirs. If we cannot influence our leader, we can transform even a miserable relationship into a rich learning opportunity if THE DYNAMICS OF THE LEADER - FOLLOWER RELATIONSHIP 31 we use it to learn what demotivates followers and commit to not repeating these mistakes ourselves. To effectively support a leader, we often need to create our own support, our own group to execute that part of the mission with which we are entrusted.
To maintain trust we must listen carefully to both external signals and our inner voice, which quietly warn us against actions that may be in poor judgment. To enhance trust we must understand the outcomes needed by the leader and group, and overcome the obstacles to those outcomes without violating our core values. Trust is a quality of relationship that can quickly return to its fluid, uncertain state in response to events and perceptions. Often we sense the change in trust before anything specific has been said or done about it, 30 THE COURAGEOUS FOLLOWER much as we sense an oncoming storm.
The following is a summary of the attitudes and behaviors likely to be displayed by individuals relating to leaders from each of these quadrants. FOLLOWER STYLES Implementer Dependable Supportive Considerate Advocate Defender Team oriented Compliant Respectful of authority Reinforces leader’s perspectives Partner Purpose driven Mission oriented Risk taker Cultivates relationships Holds self and others accountable Confronts sensitive issues Focuses on strengths and growth Peer relations with authority Complements leader’s perspectives Resource Present Available Extra pair of hands Brings specific skills Uncommitted Primary interests lie elsewhere Executes minimum requirements Makes complaints to third parties Avoids the attention of authority Individualist Confrontational Forthright Self-assured Independent thinker Reality checker Irreverent Rebellious Self-marginalizing Unintimidated by authority While these tendencies can be measured, you probably already have a sense of how you tend to operate, at least in relationship to the current THE COURAGE TO ASSUME RESPONSIBILITY 43 leaders with whom you interact.
21 Great Leaders: Learn Their Lessons, Improve Your Influence by Pat Williams, Jim Denney