Be A Leader Not A Follower

Managing people is critical to your organization’s success. To manage people effectively, you must have people management skills. Developing your skills as a people leader will help you solve existing performance problems, people problems and develop people capabilities. This book is packed with handy tips, tools, techniques, tests and checklists to help you hone your people management skills. Whether you are an individual contributor who is aspiring to be a people leader or a first time front line manager or a practicing people leader, this book will provide guidance and help you manage people effectively and achieve a high level of performance in your organization. This book teaches you how to manage people throughout the employee life cycle right from hire to retire. It covers topics relating to achieving results through people management, including: • Leadership essentials • Inspiring people • Motivating people • Leading people • Developing people • Developing and building teams • Delegation • Selecting the best people • Managing people performance • Career development plan for people • Rewarding people • Managing change • Handling people problems • Engaging people • Feedback and Coaching • Retaining people • Developing people Be a leader, not a follower is complete practical guide for people leaders. It provides advice to leaders on how to manage their team to get the best out of them. It is a concise yet a very comprehensive book. This guide will prove invaluable for many people leaders. Dr Vishwa reveals a simple step by step frame work for people management. Each and every model in this book is very simple, easy to understand, easy to apply in day to day work life and ensures effective results for your organization. This book will be of immense help if you want to get the best results from your staff. Be a leader not a follower is the key to manage people successfully.

For every leader there are dozens of followers working closely with them. This updated third edition speaks to those followers and gives them the insights and tools for being effective partners with their leaders.

Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice.

Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader–follower relations. The book tackles the impact of distance – physical, interpersonal and social – on our organizations, governments and societies.

Two leadership consultants identify three keys to being a more effective leader: knowing your strengths and investing in others' strengths, getting people with the right strengths on your team, and understanding and meeting the four basic needs of those who look to you for leadership.

Can you imagine a choreographer only training one dancer to lead while his or her partner sits in the lobby staring at the wall? Yet we do this all the time in organizations. Half the partnership is missing. Leadership is Half the Story introduces the first model to seamlessly integrate leadership, followership, and partnerships. This research-backed, field-tested book contributes many new ideas and practical advice for everyone in an organization – from CEO to HR director to front-line manager to consultant. All of us lead, not just those with the formal title. All of us follow, not just front-line staff. In great collaborations, one moment we are leading and then we flip to following; in other words, the relationship between leadership and followership is dynamic, context-specific, and ever-evolving. This empowering perspective opens up leadership to everyone, normalizes followership, and enables more productive and innovative collaborations. Candid discussions about both roles allow for better coaching, mentoring, skill development, and interpersonal agility, and result in stronger teams. Marc and Samantha Hurwitz give us a category-busting book that “practically glows with energy and vision,” according to Marshall Goldsmith, executive coach and best-selling author of What Got You Here Won’t Get You There.