By James M. Kouzes
During this provocative booklet, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a different problem and discover the query of management and legacy. Kouzes and Posner research in twenty-two chapters the severe questions all leaders needs to ask themselves so as to depart an enduring impression. those robust essays are grouped into 4 different types: importance, Relationships, Aspirations, and braveness. In every one essay the authors examine a thorny and sometimes ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders want loving critics, why leaders may want to be cherished, why leaders cannot take belief with no consideration, why it’s not only the leader’s imaginative and prescient, why failure is often an choice, why it takes braveness to “make a life,” tips on how to unencumber the chief in all people, and eventually, how the legacy you permit is the lifestyles you lead.
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This booklet is superb for any aid specialist. for those who paintings in a provider association (IT, HR, Accounting, and so forth. ) inside a bigger company, this ebook is for you! It has helped me comprehend the dynamics among my division and my purchaser. the tips are nice and the booklet is a simple learn.
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Extra resources for A Leader's Legacy
What do you notice? What’s the underlying message here? When we ask participants in our leadership programs to share their observations, invariably one thing becomes very apparent: The leaders who have the most influence on us are those who are closest to us. When we’re young, we’re more likely to view our parents, teachers, and coaches, or people in the local community, as potential leadership role models. Why is this? Probably because we have more daily contact with them than we do with other possible role models.
Whatever your role in life may be, you make a difference. There is a 100 percent chance that you can be a role model for leadership. There is a 100 percent chance that you can influence someone else’s performance. c04 6/21/06 9:48 AM Page 37 You Are the Most Important Leader in Your Organization There is a 100 percent chance that you can affect what someone else thinks, says, and does. There is a 100 percent chance that you will make a difference in other people’s lives. At this point many people make a comment that goes something like this: “Well, I really believe in this leadership stuff, but, you know, my boss doesn’t practice the kind of leadership you’re talking about.
It’s you. Our leaders, then, are most likely to be the people we’re closest to and know most intimately. We’re just more likely to trust people we know, to work harder for people we know, to do our best for people we know, to commit to people we know, and to follow people we know. You Matter Something else is revealed by the studies we’ve cited and the many more that support them. They tell us that you matter and that your leadership matters. Whatever your role in life may be, you make a difference.