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دانلود کتاب Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition
دانلود کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم
مشخصات کتاب
Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition
ویرایش: [2 ed.]
نویسندگان: Leon Cai
سری:
ISBN (شابک) : 9780367820329, 9781003011538
ناشر:
سال نشر: 2021
تعداد صفحات: [201]
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 13 Mb
قیمت کتاب (تومان) : 32,000
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توجه داشته باشید کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
توضیحاتی در مورد کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم
لئون کای برگرفته از تجربه خود به عنوان رئیس اجرایی موسسه فروش و رهبری ویلنر، فلسفه و روش های اثبات شده خود را برای بهبود مهارت های رهبری در میان مدیران سطح متوسط و بالا به اشتراک می گذارد. لئون یکی از ده مربی برتر در چین است که برنده \"جایزه افتخار چین\" شده است و یک چهره پیشرو در صنعت آموزش و مشاوره چین است. رهبری تغییر دنده، که اکنون در ویرایش دوم خود منتشر شده است، کتابی است که برای بهبود توانایی رهبری مدیران مجرب طراحی شده است و به طیف کامل یا پانورامای آنچه از رهبران موفق انتظار می رود، می پردازد. مدیران باید بیش از یک یا دو جنبه رهبری، بلکه کل محتوا و چارچوب کامل آن را درک کنند. Gear-Shifting Leadership، ویرایش دوم مفاهیم، ابزارها و مثال های مورد نیاز مدیران را برای تبدیل شدن به رهبران موثر ارائه می دهد. ویرایش دوم که با نمونه‌ها و ابزارهای جدید به‌روزرسانی شده است، ده‌ها مدل رهبری را ترکیب می‌کند و «منظره‌ی پانورامای رهبری» را به‌طور کامل نمایش می‌دهد. نویسنده با نشان دادن پیوندها و ارتباطات بین بخش‌های مختلف رهبری، پانوراما را نشان می‌دهد. این کتاب چهار چرخ دنده و نوزده مولفه رهبری را که مدیران باید توسعه دهند را نشان می دهد. چهار چرخ دنده عبارتند از: پیروی، رهبری چهره به چهره، رهبری مستقیم و رهبری اجرایی سازمانی. -پیروی به توانایی رهبران برای جلب اعتماد زیردستان، مافوق و همتایان از طریق خود مدیریتی نمایشی اشاره دارد. - رهبری چهره به چهره توانایی رهبران را در هدایت، تشویق، آموزش، مدیریت، کنترل و توسعه زیردستان مستقیم و تیم های اصلی نشان می دهد. این توانایی های رهبری یک به یک رهبران را به نمایش می گذارد که زیردستان مستقیم آنها را هدف قرار می دهد. - رهبری غیرمستقیم نشان دهنده نفوذ و قدرت محرک رهبران به سمت زیردستان غیرمستقیم و کل تیم است و می توان آن را نقش رهبران در مدیریت کل تیم تعریف کرد. - رهبری اجرایی سازمانی بینش دقیق رهبران از تغییرات پویا در سازمانشان و توانایی رهبران برای بهینه سازی رویکرد خود برای مدیریت تیم و در انجام این کار، انطباق با تغییرات در محیط داخلی و خارجی سازمان ها را نشان می دهد. . این کتاب خوانندگان را از طریق هر چرخ دنده و همچنین اجزای متعددی که شامل می شود، راهنمایی می کند. بسیاری از کتاب‌های رهبری مفاهیم و روش‌های تفکر عالی دارند، اما فاقد برگه‌ها، مدل‌ها و ابزارهای کاربردی هستند، به طوری که کتاب‌هایی از این نوع فقط می‌توانند خود رهبران را بهبود بخشند و در سازمان‌هایشان به‌طور گسترده مورد استفاده قرار نگیرند. رهبری تغییر دنده مدل، جداول، پرسشنامه های ارزیابی و ابزارهای ساده شده را نشان می دهد که مطالب این کتاب را کاربردی و کاربردی می کند.
توضیحاتی درمورد کتاب به خارجی
Drawn from his experience as the executive dean of Wilner Sales and Leadership Institute, Leon Cai shares his proven philosophy and methods for improving leadership skills among middle and high-level managers. Leon is one the top ten most influential trainers in China winning \"Honor China Award\" and is a leading figure in China\'s training and consulting industry. Gear-Shifting Leadership, now in its Second Edition, is a book designed to improve leadership ability of practicing managers and addresses the full spectrum or panorama of what is expected from successful leaders. Managers need to grasp more than just one or two aspects of leadership, but the whole content and complete framework of it. Gear-Shifting Leadership, Second Edition provides the concepts, tools, and examples needed for managers to become effective leaders. Updated with new examples and tools, Gear-Shifting Leadership, Second Edition synthesizes dozens of leadership models, and fully displays \"the panorama of leadership.\" The author demonstrates the panorama by showing the links and connections between different parts of leadership. The book displays the four gears and nineteen components of leadership managers need to develop. The four gears are: Followership, Face-to-face Leadership, In-Direct Leadership, and Organizational Executive Leadership. -Followership refers to the ability of leaders to win the trust from subordinates, superiors, and counterparts through demonstrative self-management. -Face-to-face Leadership demonstrates the leaders\' ability to drive, encourage, instruct, manage, control, and develop direct subordinates and core teams. It exhibits leaders\' one-on-one leadership abilities targeted at their direct subordinates. -Indirect Leadership shows the leaders\' influence and driving power towards indirect subordinates and the whole team, and it can be defined as the leaders\' role in managing the team as a whole. -Organizational Executive Leadership shows leaders\' acute insight of the dynamic changes in their organizations, and the leaders\' ability to optimize their own approach to managing the team and in so doing, adapt to changes in both the internal and external environment of organizations. The book walks readers through each gear as well as the several components it comprises. Many leadership books have excellent concepts and ways of thinking, but lack practical sheets, models and tools, so that books of this type can only improve leaders themselves and can\'t be widely used in their organizations. Gear-Shifting Leadership illustrates the model, tables, evaluation questionnaires, and simplified tools that will make the material in this book practical and applicable.
فهرست مطالب
Cover Half Title Title Page Copyright Page Table of contents About the Author Preface Introduction— Four Gears of Leadership Development Mid- And High-Level Managers Need More Comprehensive Leadership Four Gears Of Leadership Development Part I Followership 1 Followers and Leaders Why Should Leaders Develop Followership? The Basic Definition and Connotation of Followership Interaction Between Followers and Leaders 2 Two Cores of Followership 5Q Model of Leaders’ Self-management Seven Laws of Leaders’ Upward Management Upward Management Law I: Understand and Cater to the Behavioral Types of Superiors Upward Management Law II: Diagnose the Emotional Cycles of Superiors Upward Management Law III: Eliminate the Blind Zones of Superiors’ Supervision Upward Management Law IV: Provide Timely Support to Superiors Upward Management Law V: Help Superiors Manage Their Time Upward Management Law VI: Present Problems as well as Solutions Upward Management Law VII: Promise What You Are Able to Do Part II Face-to-face Leadership 3 Four Driving Wheels of Face-to-face Leadership The Four “Don’t Know” Root Causes of Performance Gap Four Driving Wheels of Face-to-face Leadership 4 Face-to-face Leadership: Boundary-Defined Delegation Form Closed Loops of Execution Through Effective Delegation Boundary-defined Delegation Expected Results Restrictive Terms Level of Authority Time Table Information Resources Challenges Support Guard Against Anti-delegation from Subordinates 5 Face-to-Face Leadership—Inner-Driven Motivation Inner-Driven Motivation versus Material Incentive Four Types of Inner Drive Inner Drive of Meaningfulness Inner Drive of Ownership Inner Drive of Return Inner Drive of Self-confidence 6 Face-to-face Leadership—Dual-Track Mentoring Two Major Tracks of Subordinate’s Ability Forms and Rules of Perfect Coaching Four Types of Situational Coaching Five Key Rules of Perfect Coaching Modes and Principles of Effective Counseling Four Modes of Situational Counseling Four Principles of Effective Counseling 7 Face-to-Face Leadership—Preventive Intervention Behavioral Intervention versus Performance Assessment Five Murphy’s Behaviors in Urgent Need of Intervention Seven Golden Steps of Intervention Interview Step 1: Show Recognition Step 2: Present Facts Step 3: Amplify Seriousness Step 4: Review Previous Expectations Step 5: Get Promises Step 6: Provide Support/Set Punitive Measures Step 7: Express Gratitude and Encouragement Part III Indirect Leadership 8 Three Major Roles of Indirect Leaders Upgrade from Face-to-face Leadership to Indirect Leadership WWH Analysis Model of Macro Performance Evaluation Form of the Macro Performance of Your Team Three Key Roles of Indirect Leaders Three Performance Indicators of Indirect Leadership Self-evaluation Form of Five Leadership Roles How Do the Behaviors in the Following Table Match Those of Yours? 9 Enhancement of the Centripetal Force of a Team The 3V Tools of Psychological Contract Vision Anchor Three Major Approaches to Setting Effective Vision Anchor Combining Way of Vision Setting Extracting Way of Vision Setting Radiating Way of Vision Setting FABTE Mode of the Publicity of Vision Anchor Value Root Values Are the Roots of Employees’ Behaviors 3V Principles of the Promotion of Values Victory Chain 10 Enhancement of the Executive Force of a Team Three Components of the Executive Force of a Team Absolute Non-Negotiables Three Types of Absolute Non-Negotiables Five Major Characteristics of Effective Absolute Non-Negotiables Standard Execution Procedures Upgrade SEP by Fixing Six Types of Bugs Three Key Features of Effective SEP Specification with Flow Charts Simplification with Key Words Naming with Pithy Formulas Key Responsibility Matrix Three Major Components of Key Responsibility Matrix Six Major Steps of Formulating KRM 11 Enhancement of the Cohesive Force of a Team Interpersonal Synergy Quotient of a Team Members Show High Willingness to Accept the Final Decision of Their Team Members Are Quite Willing to Cooperate with Others Members Show Enough Respect to the Personal Interests of Others Members Recognize and Appreciate the Contribution of Others Members Offer Constructive Suggestions and Criticisms Members Assume Responsibilities of Solving Problems Proactively There Are No Antagonistic or Destructive Informal Groups in the Team Fellowship with Complementary Roles Seven Major Roles in a Team Promote Cohesiveness by Perfecting the Composition of Team Roles Informal Group Alliance Principles of Coping with Different Types of Informal Groups Five Critical Tactics of Informal Group Alliance Tactic of Enticement Tactic of Breakup Tactic of Penetration Tactic of Lurk Tactic of Creation Trust Circle Four Critical Steps of Trust Circle Building Establishment of Trust Circle Expansion of Trust Circle Radiation of Trust Circle Evaluation of Trust Circle Six Bonds of Building a Trust Circle Bond of Common Background Bond of Common Hobby Bond of Common Interest Bond of Common Working Bond of Mutual Understanding Bond of Common Values Part IV Organizational Executive Leadership 12 Three Dynamic Optimizations of Organizational Executive Leadership Three Dynamic Optimizations of Organizational Executive Leadership Dynamic Optimization of Talent Pool Dynamic Optimization of Decision-making Mode Dynamic Optimization of Leadership Style Dynamic Optimization of Organizational Talent Pool The Significance of Building Leadership Development Pipelines Four Strategies of Developing Leadership Pipelines Incorporate Successor Development in the Performance Evaluation of Existing Leaders Link Succession Planning with Existing HR Management System Identify the Gap of Job Requirements Between the Current Position and the Future Position of Successors Establish Diversified Selection and Cultivation Mechanisms for Prospective Leaders Quadrant .: High Performance/Low Potential Quadrant .: High Performance/High Potential Quadrant .: Low Performance/High Potential Quadrant .: Low Performance/Low Potential Dynamic Optimization of Decision-making Modes Four Modes of Decision-making Autocratic Way of Decision-making Advisory Way of Decision-making Consultative Way of Decision-making Democratic Way of Decision-making Seven Questions to be Reflected Upon While Choosing Decision-making Modes Dynamic Optimization of Leadership Styles Four Stages of Organizational Development Level of Organizational Maturity Level of Organizational Conformity Development Stage of mc: Low Level of Maturity and Low Level of Conformity Development Stage of mC: Low Level of Maturity but High Level of Conformity Development Stage of MC: High Level of Maturity and High Level of Conformity Development Stage of Mc: High Level of Maturity but Low Level of Conformity Leadership Style Composed of Three Leadership Behaviors Interpersonal Behaviors Supportive Behaviors Controlling Behaviors Leadership Styles and Corresponding Organizational Development Stages Leadership Style of Partnering for the Development Stage of mc Leadership Style of Coaching for the Development Stage of mC Leadership Style of Decentralizing for the Development Stage of MC Leadership Style of Parenting for the Development Stage of Mc Conclusion—Learning and Practice of Gear-shifting Leadership Principle 1: Comprehensive Mastery of Gear-shifting Leadership Principle 2: Weakness Improvement in Gear-shifting Leadership Principle 3: Prioritized Enhancement in Gear-shifting Leadership Principle 4: Preparatory Development of Gear-shifting Leadership Index
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