The Extraordinary Leader: Turning Good Managers into Great Leaders | by John H. Zenger and Joseph R. Folkman | 2009 | ISBN: 9780071628082. How to build Leadership Skills. Keys to Leadership Success and Failure. Leadership Development and Training
The Extraordinary Leader: Turning Good Managers into Great Leaders
by John H. Zenger and Joseph R. Folkman
2009 (320 pages)
ISBN:9780071628082
A remarkable combination of expert insight and extensive research, this up-to-date, essential leadership guide for the twenty-first century explains how to build leadership skills that will take you and your organization to unimagined success.
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The Extraordinary Leader—Turning Good Managers into Great Leaders
Foreword
Introduction
Chapter 1 – Demystifying Leadership
The Mystery Remains
The Reasons for One More Book
The Complexity of Defining and Describing Leadership, or Why the Mystery Exists
Research-based Book
Moving Complexity Toward Simplicity
The Leadership Tent—a Conceptual Framework
An Overview of Important Ideas in this Book
Conclusion
Chapter 2 – Great Leaders Make a Great Difference
Good and Bad Leaders
Great Versus Good Leaders
Leadership Has an Impact on the Bottom Line
Is “Good” Good Enough?
What Causes Good Leaders to Be Unchallenged to Change?
The Proper Measure of “Greatness”
Good Versus Bad Thinking
Chapter 3 – Simplifying Leadership
Mattresses and Tents
Making a Leader
Measuring Your Change Leadership Effectiveness
Making Tactical Change
Effective Leaders Champion Change
Leadership and Change
How These Five Elements of the Model Interrelate with Each Other
Chapter 4 – The Competency Quest
Overview
Why Hasn’t It Worked?
Why Competencies are Linked Together
Sixteen Behaviors (Competencies) That Make a Difference in How Leaders Are Perceived By Others
Assessing Individual Competencies
Chapter 5 – Leaders Must Fit Their Organization
Overview
Two Possible Scenarios
Keys to Success and Failure
The Leadership Paradox
Discovering Your Genius
The COP Model
Organizational Profiles of Prized Competencies
Implications
Chapter 6 – Great Leaders Possess Multiple Strengths
An Approach to Improvement
Philosophies of Effectiveness
You’re the Coach
Rethinking the Personal Development Plan
Powerful Combinations
The Halo Effect
Focusing on Strengths Transforms a Leader’s View of Subordinates
Chapter 7 – Fatal Flaws Must Be Fixed
A Natural Place to Begin
Fatal Flaw Profile
Chapter 8 – New Insights into Leadership Development
Overview
Nonlinear Development Paths
What Are Competency Companions?
Chapter 9 – A Case Study in Leadership Development—The U.S. Marine Corps
Why the Marines?
Two Leadership Groups
Lessons from the Marines’ Approach
Contrast with Leadership Tasks in Business and Industry
The Processes and Tools of Leadership Development
Who is Responsible for Leadership Development?
Leadership Development Both Shapes and Reflects the Culture of the Organization
Conclusion
Chapter 10 – What Individuals Do to Become Great Leaders
The Age-Old Questions
How Individuals Improve Themselves
Conclusion
Chapter 11 – Developing Leadership Teams
Overview
A Tale of Two Teams
Chapter 12 – The Organization’s Role in Developing Leaders
Overview
Adopt a Model of Leadership
Decide Who Will Receive Leadership Development
Define the Results You Seek from Leaders and How Those Results Link to the Strategy of the Organization
Set Extremely High Expectations for Leaders
Involve Senior Executives in Leadership Development
Focus Development Efforts on Strengths
Use Powerful Learning Methods That Change Behavior
Emphasize Action Learning Projects—or Work on Projects That Matter
Create a Culture of Feedback
Transform Complexity into Simplicity
Involve Your Leaders as Teachers
Make Development a Longer-Term Process, Not an Event
Build Accountability into the Development Process
Plan Developmental Experiences for Leaders
Celebrate Successes
Conclusion
Chapter 13 – measuring Leadership Improvement at General Mills
Chapter 14 – The Importance of Follow-Through
Overview
Segmenting the Development Process
Fund Allocation for Each Phase
Leadership Development Objectives
The Power of Phase 3
The Influence of Follow-Up Activities
The Effect of the Internet
Phase 3 Potential
Research Methodlogy
Assessing the Relationship Between Managerial Effectiveness and Employee Commitment (Figure 2-1)
Evaluating the Relationship Between Managerial Effectiveness and Profitability (Figure 2-2)
Evaluating the Relationship Between Managerial Effectiveness and Turnover (Figure 2-3)
Evaluating the Relationship Between Managerial Effectiveness and Intention to Leave (Figure 2-4)
Evaluating the Relationship Between Managerial Effectiveness and Customer Satisfaction (Figure 2-5)
Replications of Findings
Sixteen Competencies That Best Differentiate High- and Low-Performing Leaders (Chapter 4)
Impact of Profound Strengths on Overall Leadership Effectiveness (Chapter 6)
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