Leading For Results

SECOND EDITION UPDATED 2015 "Joan's very impressive book makes accessible the leadership practices that have a life-changing power that I have experienced in others and myself. They are a gift. I love this book; it makes a valuable contribution." -John Humphrey, Founding Chairman of The Forum Corporation, the global business learning and development firm In the words of participants in Dr. Bragar's leadership programs - "By using the leadership development program, I was able to put my leadership into practice. I learned how to inspire my staff to commit to results." -Dr. Ihsanullah Shahir, General Director of Human Resources, Ministry of Public Health, Afghanistan "Joan helps leaders to refine their vision and align others around its implementation. In other words, she helps leaders to help themselves." -G. Sandy Diehl, III, former Senior Vice President, Global Strategy and Development, Otis Elevator Company "I learned to be the change I want to see, and to make a difference. The use of the challenge model was very practical and enabled me and my colleagues to focus and achieve results." -Elizabeth Oywer, Registrar, Nursing Council of Kenya, Executive Representative of the International Council of Nurses, Africa "I credit Joan for making me a better leader." -Jeff Freedman, CEO, Small Army Advertising Agency, Boston, Founder of Be Bold, Be Bald Cancer Treatment Fundraiser

Featuring 18 new essays, this second edition shows how school leaders can promote extraordinary changes, be accountable, and achieve meaningful results for schools, districts, and their personal lives.

Joans very impressive book makes accessible the leadership practices that have a life-changing power that I have experienced in others and myself. They are a gift. I love this book; it makes a valuable contribution. John Humphrey, Founding Chairman of The Forum Corporation, the global business learning and development firm In the words of participants in Dr. Bragars leadership programs By using the leadership development program, I was able to put my leadership into practice. I learned how to inspire my staff to commit to results. Dr. Ihsanullah Shahir, General Director of Human Resources, Ministry of Public Health, Afghanistan Joan helps leaders to refine their vision and align others around its implementation. In other words, she helps leaders to help themselves. G. Sandy Diehl, III, former Senior Vice President, Global Strategy and Development, Otis Elevator Company I learned to be the change I want to see, and to make a difference. The use of the challenge model was very practical and enabled me and my colleagues to focus and achieve results. Elizabeth Oywer, Registrar, Nursing Council of Kenya, Executive Representative of the International Council of Nurses, Africa I credit Joan for making me a better leader. Jeff Freedman, CEO, Small Army Advertising Agency, Boston, Founder of Be Bold, Be Bald Cancer Treatment Fundraiser

Featuring 18 new essays, this second edition shows how school leaders can promote extraordinary changes, be accountable, and achieve meaningful results for schools, districts, and their personal lives.

A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.

“In times when leaders have to do more with less, this book gives you the tools to elevate your people to new levels of success.” —Andrea Procaccino, Chief Learning Officer, New York-Presbyterian Hospital Every employee is different, but unfortunately many leaders use a one-size-fits-all approach to leading. In doing so, these otherwise well-intentioned leaders are working harder than they should while not getting all they could out of their teams. Lead Inside the Box gives managers way to get the best out of their teams by focusing their energy where it will make the biggest difference. It teaches leaders how to: Figure out where they are currently investing their time and energy across their teams Identify the unique leadership needs of each team member Make smarter decisions about how and where to invest their time and energy to get the best results out of everyone Through simple frameworks brought to life with stories from the trenches, leaders will be able to see their own teams—and themselves—from a new perspective. Paradoxically these methods will enable leaders to improve their team’s performance exponentially while expending half the effort. “Lead Inside the Box provides cogent advice about exactly how to lead from the middle (as well as the top) in ways that enable managers to make good things happen and help the organization prosper.” —John Baldoni, Leadership expert and author of Moxie: The Secret to Bold and Gutsy Leadership “A great fundamental read for every leader no matter what level you are at.” —Rob Miller, Divisional VP, R&D and Scientific & Medical Affairs, Abbott Nutrition

An all-new approach to understanding the (in)formal connections of an organization From the bestselling coauthor of the business classic The Wisdom of Teams comes an all-new exploration of the modern workplace, and how leaders and managers must embrace it for success. Katzenbach and Khan examine how two distinct factions together form the bigger picture for how organizations actually work: the more defined "formal" organization of a company-the management structure, performance metrics, and processes-and the "informal"-the culture, social networks, and ad hoc communities that spring up naturally and can accelerate or hinder how the organization works. With dynamic examples from enterprises around the world, this book takes a timeless organizational approach and creates a powerful paradigm-shifting tool set for applying it. Includes self-assessment guidelines for senior leaders, front-line managers, and individual contributors Features organizations in business, government, the nonprofit sector, and academia-including the New York City schools system, Aetna, the Marines, United Nations, Orpheus Chamber Orchestra, Home Depot, Bell Canada, and the Houston Police Department Leading Outside the Lines illustrates how leaders can make the two distinct factions work together to get the best of both.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.