The Journey from Manager to Leader.pdf
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1、 The Journey from Manager to Leader: A Playbook for Success Copyright William V. Jones, 2002. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechani- cal, including photocopying, recording, or by any information storage and retri
2、eval system, without permission in writing from the publisher. Published by American Book Business Press http:/www.american- Salt Lake City, Utah, Printed in the United States of America on acid-free paper. A Journal from Manager to Leader: A Playbook for Success Designed by Stacey Poulson, designam
3、erican- Publishers Note: This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold or dis- tributed with the understanding that the publisher and author is not engaged in rendering legal, accounting, or other professional servi
4、ce. If legal advice or other expert assistance is required, the services of a competent professional person in a consultation capacity should be sought. Library of Congress Cataloging-in-Publication Data is available upon request. ISBN 1-930586-65-5 Jones, William V. Jones, A Journal from Manager to
5、 Leader: A Playbook for Success _ Special Sales These books are available at special discounts for bulk purchases. Special editions, including personalized covers, excerpts of existing books, and corporate imprints, can be created in large quantities for special needs. For more information e-mail or
6、dersamerican- or call 1-800-296-1248. _ The Journey from Manager to Leader: A Playbook for Success William V. Jones This page intentionally left blank. Dedication To Debbie, whose support is always positive and without reservation. This page intentionally left blank. Foreword “Leadership”The magic e
7、lixir, the hot emphasis it gives in todays business literature, that intangible “spark” that produces quality, excellence, and high achievement. “Leadership”the ability to pursue dreams, make things happen, get things done! “Leadership”the ability to get people to do things they ordinarily wouldnt d
8、o and to get them to do it well! “Vision,” “purposeful strategy,” “empowerment,” “inspiration,” “teamwork,” “communication,” “action- enabling of others,” “follower ship,” “actions plans,” “high quality achievement”these are all parts of the leadership equation. Leadership can be studied and learned
9、 in so many different ways. For the longest time, leadership was viewed as the domain of battle and sport fields. To learn leadership, we studied the great generals and ad- mirals. We studied the inspirational coaches. Our gurus became Patton and Lombardi. Only within the last ten years has there be
10、en wide- spread recognition that leadership can be discerned from many other endeavors and in many different ways, in addition to the world of military and sport! Now we turn to education, to voluntary service groups, and to the world of music to see additional vivid, concrete examples of leadership
11、. For me personally, the American presidency has been a great leadership lab. Here we seein ways most Americans can relatestories of triumph and tragedy that illustrate classic leadership dos and donts. We have “the uppers” with the Mount Rushmore Presi- dents: Washington, Jefferson, Lincoln, and Te
12、ddy Roo- sevelt. The true heroic leaders pursuing vision, making things different and better, shifting the paradigms, and catching the new wave! Here, we also have FDRa man confined to a wheelchairoffering the nation a sense of contagious enthusiasm and self-confidence during both the great depressi
13、on and World War II. But we are also obliged to reflect on “the downers” of the nations highest office: Wilsons frustration with the League of Nations, Hoovers inability to stop economic collapse, and the scandal and shame of “failed” presi- dencies. The modern presidency affords some sophisticated
14、insights into the leadership process. Carter, the exces- sive micro-manager, who needed bigger themes and a pruned agenda, who loved policy, but disdained per- sonal politicking with Congress in support of those policies. Reagan, the consummate macro-manager, who guided with themes and slogans, love
15、d politics but was disinclined to explore the nuts, bolts, and details of pol- icy. (Oh, how Carter and Reagan needed a dose of each other!) And then there were Bush, Sr. and Clinton. Bush was a remarkable wholesaler who built a historic coali- tion in the sand during Desert Shield and Desert Storm
16、but who failed as a retailer, unable to relate to the wor- ries of ordinary citizens and in the end receiving only 37 percent support in his 1992 reelection bid. There is no greater leadership paradox than William Jefferson Clinton. Talented, politically gifted, extremely bright and able, pursuing w
17、ith great national support and ap- proval a “centrist” agenda, Clintons leadership was seriously compromised by flaws of character and hu- man weakness. To paraphrase one of his closest aids, “Clinton was a good president who could have been a great president if he had been a better man!” Leadership
18、 can be observed, studied, dissected, and learned from so many sources, angles, and analogies. In this book at hand, William Jones makes a major contri- bution to the unraveling of the leadership mystery. In this short, but most insightful leadership handbook he disseminates important leadership “go
19、lden nuggets, imaginatively imparting them with metaphors gleaned from Americas favorite pastime, baseball! Adeptly employing baseball metaphors, Jones offers many insights. Among my favorites: The crucial importance of orientation programs for new employees. (first inning) The need to profile the k
20、inds of employees needed in the future, going far beyond mere job descrip- tions. (second inning) The imperative to understand individual as well as group needs. (third inning) The crucial role of positive reinforcement as an ef- fective retention strategy. (fourth inning) The need to effectively de
21、velop and communicate organizational visions and a mission. (fifth inning) The utility of measurable outcomes in providing organizational focus and tracking organizational achievement. (sixth inning) How structuring the workplace as a learning envi- ronment helps counteract “the Peter Principle” of
22、rewarding incompetence. (seventh inning) Develop a win-win workplace environment through teamwork and goal setting. (eighth inning) How stress management, adroit conflict resolution, and a healthy lifestyle are important keys to suc- cess. (ninth inning) Ten point plans for success and excellence. (
23、tenth and eleventh innings) Put these nine plus innings together with some excel- lent references and suggestions for further readings, and you have an “all-star” leadership manual that is guaran- teed to take you to the play-offs and help you win the big game. Jones is a “big leaguer” with this boo
24、k. It constitutes a “home run” contribution to leadership lit- erature. Championship caliber; “world series” quality. Read, enjoy, and learn! Dr. David C. Kozak is a professor of public policy at Gannon University in Erie, Pennsylvania, and Director of Leadership Erie. He holds a Ph.D. in public pol
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