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2012 | Buch

Introduction Kapitel lesen Erstes Kapitel lesen

Leadership: All You Need To Know

verfasst von: David Pendleton, Adrian Furnham

Verlag: Palgrave Macmillan UK

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Leadership successes and failures are in the media every day. We are in a global political and financial crisis which is changing how we think about our lives and our futures. The authors present a leadership model for the future which creates the right conditions for people to thrive, individually and collectively, and achieve significant goals.

Inhaltsverzeichnis

Frontmatter
Introduction
Abstract
Leaders and leadership fascinate us. This is unsurprising given the current state of our world, the news headlines and the continuing uncertainties. As we write this introduction to our book, we are in the middle of a financial crisis, the Middle East is experiencing turmoil and threatens to spill over, there is political controversy engulfing leaders in Italy, the United States, Africa and elsewhere, and we are coming to terms with disruptive technology that seems to be changing many of the assumptions we make about our lives and our futures. Leaders and leadership are in our media and on our minds every day of the year.
David Pendleton, Adrian Furnham
Chapter 1. The history of thinking about leadership
Abstract
The topic of leadership is controversial. There are those who argue that leadership is greatly overvalued: that the success of organizations derives at least as much from serendipity as from strategy, vision or leadership. They argue that attempts to identify the characteristics of great leaders have proven to be inconsequential or contradictory and that generalizable lessons about leadership are elusive. We believe that these arguments may have some validity but that they do not reflect the overwhelming weight of research evidence.
David Pendleton, Adrian Furnham
Chapter 2. Leadership’s impact on the performance of organizations
Abstract
In the previous chapter, we argued that leadership has a pervasive effect on organizations. Yet this is far from universally accepted. There are still those who take the view that leadership is vastly overemphasized when explaining the performance of organizations. In this chapter, we will consider these arguments.
David Pendleton, Adrian Furnham
Chapter 3. The Primary Colors of Leadership
Abstract
In the previous chapter, the part played by culture and climate in the success of an organization and the impact of the leader on these and other organizational features were explored and supported from research. This chapter switches from an emphasis on previous research and thinking and begins to outline more of our own ideas and propositions.
David Pendleton, Adrian Furnham
Chapter 4. Five tasks of leading
Abstract
In the previous chapter, we described and defined the Primary Colors Model of leadership. The model describes the three domains in which leaders operate — the strategic, the operational and the interpersonal domains. We also looked briefly at five tasks of leadership that lie at the center of the model: the area we have called leading. These tasks are each described by a single verb — inspire, focus, enable, reinforce and learn.
David Pendleton, Adrian Furnham
Chapter 5. The improbability of being a complete leader
Abstract
This chapter is in two parts. The first part describes three arguments why logically, empirically and psychologically it is improbable that an individual leader will be extremely good at all aspects of leadership. Not only does common sense suggest the improbability of this; in addition, awareness of the facets that make up personality and the evidence from many thousands of interviews we have conducted with top executives support this view. The second part describes three different types of jobs and three journeys that lead people to them. It provides further support for the contention that the various elements of leadership require different skills and are likely to appeal to different sorts of people. If we are right, the implications are profound.
David Pendleton, Adrian Furnham
Chapter 6. Building a leadership team
Abstract
We saw in Chapter 2 how the impact of the leader is key to creating the culture of an organization: the common practices and beliefs its members share. Leaders also have a disproportionate effect on the climate, or how it feels for those working there. The culture and climate affect the degree of employee engagement and thereby both the amount of discretionary effort they put in and their intention to stay. Climate and culture have an impact on the bottom line: on the results of the organization in terms of productivity, creativity and profits, and on levels of employee retention.
David Pendleton, Adrian Furnham
Chapter 7. Do you have to be smart to be a leader?
Abstract
In the last few chapters we have described the various elements of leadership and we now turn to two related questions. In this chapter we consider the question of intelligence: do you have to be smart to be a leader, and if so, in what way? In the following chapter, we examine the evidence on personality and ask what are the characteristics most associated with effective leadership?
David Pendleton, Adrian Furnham
Chapter 8. The impact of personality on leadership
Abstract
Chapter 7 has demonstrated that the relationship between intelligence and leadership is counterintuitive. It would seem reasonable to expect that intelligence would have a strong correlation with leadership effectiveness, yet the effect, as we have seen, is weak and accounts for no more than seven and a half percent of the variance in leadership effectiveness.
David Pendleton, Adrian Furnham
Chapter 9. A program of action
Abstract
In the preceding chapters, we have set out four propositions. First, we have argued that leadership has to deal with the demands of three domains: strategic, operational and interpersonal. We have described these domains as overlapping and comprising seven capabilities as described by the Primary Colors Model.
David Pendleton, Adrian Furnham
Backmatter
Metadaten
Titel
Leadership: All You Need To Know
verfasst von
David Pendleton
Adrian Furnham
Copyright-Jahr
2012
Verlag
Palgrave Macmillan UK
Electronic ISBN
978-0-230-35442-5
Print ISBN
978-1-349-33997-6
DOI
https://doi.org/10.1057/9780230354425