The Leader With Seven Faces

What qualities and talents do you need to lead and transform an organization? In this comprehensive view of transformational leadership, the author argues that successful leaders focus on developing a clear set of values, purpose, and meaning for their organization. They identify an inspiring vision and set direction for the future. And they build a culture and community that supports and strengthens the rapid development and implementation of effective strategy. To address these challenges, the leader adopts seven distinct leadership roles: The purposeful leader (reinforces purpose and the meaning of work) The visionary leader (enunciates an inspiring vision and sense of direction) The strategic leader (devises a set of strategies to realize the vision) The beneficent leader (builds a strong and committed community) The adaptive leader (masters the art of initiating and managing change) The guiding leader (coaches others so they can assume leadership roles) The virtuous leader (embodies the personal qualities needed for success character, creativity, and compassion) The author demonstrates that we judge leaders best on their legacy: an organization that performs well over time. Leaders who stress short-term economic performance will not meet this standard. In fact, the great leaders build their legacy by looking beyond economics to also consider the needs of all the organization's stakeholders. Such leaders emerge when a motivated individual with the appropriate skills and virtues encounters or creates a challenging situation. The Seven Faces of Leadership combines theory and practical tools to help aspiring leaders achieve better results during challenging times of change.

The Leader with Seven Faces by Leandro Herrero is a novel book on leadership with emphasis on what to practice to become a leader or to improve your own leadership skills. It maps, explores and develops the seven faces of any leader: what you say (language, meaning and intention), where you go (maps, destinations and journeys), what you build (spaces, 'homes' and legacy), what you care about (values, 'the system' and non-negotiable), how you do it (drivers, styles and structures), what you are (awareness, responsibility and identity) and what you do (role models, change and practice of leadership itself).

In a time when organisations simultaneously run multiple corporate initiatives and large change programmes, Disruptive Ideas tells us that - contrary to the collective mindset that says that big problems need big solutions - all you need is a small set of powerful rules to create big impact. In his previous book, Viral ChangeTM, Leandro Herrero described how a small set of behaviours, spread by a small number of people could create sustainable change. In this follow-up book, the author suggests a menu of 10 'structures', 10 'processes' and 10 'behaviours' that have the power to transform an organisation. These 30 disruptive ideas can be implemented at any time and at almost no cost; and what's more...you don't even need them all. But their compound effect - the 10+10+10 maths - will be more powerful than vast corporate programmes with dozens of objectives and efficiency targets... This book will appeal to people at different levels of management or leadership, who want to reshape their culture by enhancing working practices and in general aiming at greater organisational effectiveness. Its practical nature will appeal to all who want to implement key ideas that have the power to transform any organisation, without having to embark upon a massive change management programme.

Understanding how social, behavioural infection works is the basis for the orchestration of any social 'epidemic of success'. This book will appeal to anybody interested in social change, with particular emphasis on how viral change works inside and organisation.

"Lasting change in the modern organisation has less to do with massive 'communication to all' programmes and more with the creation of an internal epidemic of success led by a small number of people focused on a small set of non-negotiable behaviours. This is the basis for Viral Change, an unconventional approach to the management of change for any company."--Cover.

There is a disconnection between the sense that this 'current-future' is very different from the past and, for example, the types of people and skills that companies are still looking for when recruiting or training people within their organization. This volume maps 12 kinds of unconventional by old standards.

"Study of Brazilian poetry from 1950-90 examines its 'seven faces' (a pun on Drummond's poem of the same name), phases, and trends. Introductory chapter reviews movement's initial phases and sets the stage for what follows: the legacy of the Modernist movement. Chapters 2-6 cover Concrete poetry and other vanguard groups, the lyricism of popular music, and different types of 1970s youth poetry. Also examines social and esthetic tensions in contemporary Brazilian poetry"--Handbook of Latin American Studies, v. 58.