Download PDF by James M. Kouzes: A Leader's Legacy
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 learn in twenty-two chapters the serious questions all leaders needs to ask themselves so as to go away an enduring effect. those robust essays are grouped into 4 different types: value, 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 probably 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 usually an choice, why it takes braveness to “make a life,” how you can unencumber the chief in all people, and finally, how the legacy you permit is the lifestyles you lead.
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Additional resources for A Leader's Legacy
Indeed, Irwin acknowledged how unusual it was. “It may seem inappropriate to use words such as love and affection in relation to business. Conventional wisdom has it that management is not a popularity contest,” he said. Then he hit them with this: “I contend, however, that all other things being equal we will work harder and more effectively for people we like. ” Irwin has it exactly right. We don’t need to read mountains of studies on emotional intelligence to understand the truth of his words.
Then he hit them with this: “I contend, however, that all other things being equal we will work harder and more effectively for people we like. ” Irwin has it exactly right. We don’t need to read mountains of studies on emotional intelligence to understand the truth of his words. We will work harder and more effectively for people we like. And we will like them in direct proportion to how they make us feel. Still, not a week goes by that we don’t hear someone in an executive role say something to this effect: “I don’t care if people like me.
Exposed as not being perfect, as not knowing everything, as not being as good at leadership as they should be, as not being up to the task. Our friend and colleague Dan Mulhern offers us a related perspective. Dan is the First Gentleman of the State of Michigan—yes, his wife is the governor. As part of a workshop he asked fifteen people who regularly observe his work to give him an assessment of how he was doing. He received both quantitative data and some verbatim comments on his strengths and areas for improvement.
A Leader's Legacy by James M. Kouzes