Too many companies are managed not by leaders but by mere role players and faceless bureaucrats. What would it take to replace these empty suits with real leaders—men and women who are confident in who they are and what they stand for and who truly inspire people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. Authentic leaders are skillful at consistently being themselves, even as they alter their behavior to respond effectively to changing contexts. In short, the authors present a powerful case: that it takes “being yourself, in context, with skill” to be a successful, authentic leader—and they show you how to do exactly that.
"Goffee and Jones draw from their research to describe how to improve and use one's leadership abilities while managing the inner tensions to be the heart of successful leadership. These inner tensions include showing emotions or withholding it, getting close to followers while keeping distance, and maintaining individuality while “conforming enough”. This book emphasizes the social nature of leadership and explores how leaders can remain attuned to the needs and expectations of followers." - Integral Leadership Review
"This is a book whose genesis was driven by a question, but it is one whose fruition, we believe, provides real answers to the leadership dilemmas we face. If you are serious about leadership, don’t try to be someone else: Be yourself – more – with skill." - Blessing White
"As Rob Goffee and Gareth Jones point out in their latest book, the need for visionary leadership is becoming increasingly important. Traditional business hierarchies gave managers and workers a sense of their own position and what was expected of them. Now, as these hierarchies break down, it is leaders themselves who must fill the void, helping subordinates to understand their own place and purpose. Personal leadership is beginning to replace organisational structure." - Financial Times
Confessing that he has flunked retirement, Iacocca calls on citizens of all ages to vote, get involved, and choose our leaders carefully. Along the way, he shares stories about the prominent people he's met and known, including the time he smoked cigars with Fidel Castro, what Bob Hope told him about
Everyone has blind spots. The purpose of Hacking Leadership is to equip leaders at every level with an actionable framework to identify blind spots and close leadership gaps. The bulk of the book is based on actionable, topical leadership and management hacks to bridge eleven gaps every business needs to cross
Everybody hates bureaucracies, even those who work in them. No one set out to make bureaucracies the enemy of ordinary people, resistant to change, impervious to new realities, and incompetent. Few if any individuals choose public service as a career because they want to make life miserable for people or to
You may not consider yourself a leader, but if you take some time thinking about your daily activities, you might discover that you are. Don’t believe? Here are some examples that may convince you: If you are good at your job to the extent that your co-workers ask for your advice,
In Strengths Based Leadership, #1 New York Times bestselling author Tom Rath and renowned leadership consultant Barry Conchie reveal the results of their research. Based on their discoveries, the book identifies three keys to being a more effective leader: knowing your strengths and investing in others’ strengths, getting people with the
In his 20-plus years at General Electric, Welch transformed a mature manufacturing company into an outstanding products-and-services juggernaut. He increased the value of the company more than 30 times over. He achieved all of this by defying some of GE's most venerated traditions (for example, by making hundreds of acquisitions), by
Leadership experts and specialists estimate that 99% of all leadership occurs not from the top but from the middle of an organization. Usually, an organization has only one person who is the leader. So, what do you do if you are not that one person? Leading in all directions will require
Leaders worthy of the name understand and accept that they are appointed as much for their values and courage as for administrative skills or visionary outlook. They always keep their word to be as binding as a signed legal document. The climate created by leaders has more impact on employees than
Before anyone can reach their full potential as a leader, they must first be a leader to themselves. Imagine a tiny ant on the back of a massive African elephant. No matter how diligently that ant marches east, if the elephant it sets upon travels in the opposite direction, the ant
Obviously, the impact of leadership on our lives is profound at work, in our spiritual lives, in sport, and of course, in politics.
In organizations, the search for the meaning and cohesion leaders provide has become especially acute.
The old world was characterized by elaborate hierarchies, by more or less stable careers (for some, never for all), and by clear boundaries between organizations.
Now, hierarchies in most organizations are becoming flatter, driven by the need for faster response times and by the competitive pressure to drive down costs.