Download e-book for iPad: A Leader's Legacy by James M. Kouzes

By James M. Kouzes

During this provocative publication, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a different problem and discover the query of management and legacy. Kouzes and Posner study in twenty-two chapters the serious questions all leaders needs to ask themselves with a view to go away a long-lasting effect. those strong essays are grouped into 4 different types: value, Relationships, Aspirations, and braveness. In each one essay the authors think of a thorny and infrequently ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders want loving critics, why leaders will want to be cherished, why leaders cannot take belief with no consideration, why it’s not only the leader’s imaginative and prescient, why failure is often an choice, why it takes braveness to “make a life,” the way to free up the chief in everybody, and finally, how the legacy you allow is the lifestyles you lead.

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Sample text

Irwin has it exactly right. We don’t need to read mountains of studies on emotional intelligence to understand the truth of his words. We will work harder and more effectively for people we like. And we will like them in direct proportion to how they make us feel. Still, not a week goes by that we don’t hear someone in an executive role say something to this effect: “I don’t care if people like me. ” Get real! This statement is utter nonsense—contrary to everything we know about effective leadership.

The character and quality of that relationship—for example, the expectations that your first supervisor had about your work potential—are more important than where you went to school, what grades you got, what you studied, who your parents were, what field or industry you were in, and the like. ” Reflect on these findings for a moment. What do you notice? What’s the underlying message here? When we ask participants in our leadership programs to share their observations, invariably one thing becomes very apparent: The leaders who have the most influence on us are those who are closest to us.

People follow people, not positions. If there’s not some sense of personal relationship, then it’s just less likely that people will want to follow. c06 6/21/06 9:49 AM Page 53 Leadership Is Personal ers. You are what you offer your constituents. You’re not just a brain on legs. You’re a whole person full of idiosyncrasies, habits, strengths, weaknesses, successes, failures, loves, hates, and all the other human traits that make up your unique character. To the extent that you withhold any of this from your constituents you deprive them of some of your potential to move them.

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