Learning to Lead: An Action Plan for Success

by Chapman, Elwood N.

• ISBN13: 9781560526834
• ISBN10: 1560526831
• Edition: Revised
• Format: Paperback
• Copyright: 2003-09-10
• Publisher: Crisp Learning

Summary

Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this book, you will understand the sources of leadership power, the primary ways to handle resistance to change, the difference between managers and leader/managers, and developing and communicating your vision.

Table of Contents

Part 1: Exploring Your Leadership Potential
Differentiating Leaders from Managers	3	(3)
Assessing Your Readiness for Leadership	6	(3)
Developing Your Personal Management Practices	9	(4)
Part 2: Being Your Personal Best
Rethinking Leadership Traits	13	(2)
Understanding and Using Leadership Power	15	(1)
Wielding Role Power Judiciously	16	(1)
Avoiding the Pitfalls of Role Power	17	(1)
Defining Relationship Power	18	(2)
Managing Your "Chip" Account	20	(2)
Realizing the Power of Knowledge	22	(3)
Communicating Confidence Through Non-Verbal Cues	25	(3)
Projecting a Leadership Attitude	28	(2)
Summary of Part 2	30	(3)
Part 3: Being a Visionary
Knowing Where You Are Going	33	(4)
Avoiding the Roadblocks in the Details	37	(2)
Making Decisions According to Your Vision	39	(3)
Communicating Your Vision	42	(1)
Working with Stakeholders	43	(1)
Creating Goals to Reach Your Vision	44	(4)
Summary of Part 3	48	(3)
Part 4: Being a Change Agent
Leading People Through Change	51	(1)
Assessing Potential Organizational Change	52	(3)
Understanding the Human Response to Change	55	(1)
Recognizing Project vs. Cultural Change	56	(2)
Managing Change Effectively	58	(4)
Developing a Culture for Change and Learning	62	(2)
Keeping Current with Continuous Learning	64	(1)
Fostering Ongoing Improvement in Your Workplace	65	(1)
Summary of Part 4	66	(3)
Part 5: Being a Team Leader
Bringing People Together into Teams	69	(1)
Assessing Team Effectiveness	70	(3)
Working Toward Common Goals	73	(2)
Knitting Together Varied Responsibilities	75	(2)
Developing the Human Side of Teams	77	(2)
Turning Conflict into Team Cohesiveness	79	(1)
Setting the Tone for Resolving Conflict Productively	80	(3)
Describing vs. Evaluating Others' Behavior	83	(1)
Discerning Content Conflicts vs. Relationship Conflicts	84	(2)
Refraining from Conflict in Writing	86	(2)
Promoting Direct Communication Among Team Members	88	(1)
Increasing Trust Within the Team	89	(2)
Summary of Part 5	91	(4)
Part 6: Creating an Action Plan
Ranking Management and Leadership Practices	95	(3)
Interpreting Your Scores	98	(1)
Identifying Skills to Be Strengthened	99	(1)
Setting Goals for Leadership Development	100	(1)
Communicating Your Development Plan	101	(1)
Drafting Your Leadership Self Portrait in Six Months	102	(3)
Appendix
Authors' Suggested Responses to Case Studies	105	(4)
Recommended Reading	109