Leadership is fundamentally different from management, but traditional leadership skills were based on an ill-fitting, management-oriented model. When leadership is recognized as a discrete professional specialty, new techniques and methods are needed to operationalize the new values-based theories. In addition to distinguishing leadership from management, this book distinguishes inner leadership, practiced by those in the middle ranks, from leadership as practiced by the CEO. Inner leadership is an applied complex of specialized knowledge, theory, skills, attitudes, and attributes used to make things happen in the lives and behavior of other community members.
The leader's goal is to cause followers to accept the leader's values-e.g., his or her standards of what are acceptable goals, behavior, and overall conduct-as their own. It is an intimate, personal, life-transforming task that resolves itself into a set of discrete techniques-sets of attitudes, actions, and intentions-that distinguish leaders from managers or other corporate workers. The special focus of the 21 leadership techniques presented here is on those unique methods of group interaction that characterize leadership activities in the middle of the corporation. These techniques represent a substantial body of inner leadership practice that differentiates leadership from all other group roles and functions.
Show moreLeadership is fundamentally different from management, but traditional leadership skills were based on an ill-fitting, management-oriented model. When leadership is recognized as a discrete professional specialty, new techniques and methods are needed to operationalize the new values-based theories. In addition to distinguishing leadership from management, this book distinguishes inner leadership, practiced by those in the middle ranks, from leadership as practiced by the CEO. Inner leadership is an applied complex of specialized knowledge, theory, skills, attitudes, and attributes used to make things happen in the lives and behavior of other community members.
The leader's goal is to cause followers to accept the leader's values-e.g., his or her standards of what are acceptable goals, behavior, and overall conduct-as their own. It is an intimate, personal, life-transforming task that resolves itself into a set of discrete techniques-sets of attitudes, actions, and intentions-that distinguish leaders from managers or other corporate workers. The special focus of the 21 leadership techniques presented here is on those unique methods of group interaction that characterize leadership activities in the middle of the corporation. These techniques represent a substantial body of inner leadership practice that differentiates leadership from all other group roles and functions.
Show moreThis book describes 21 leadership techniques that are uniquely suited to leaders in the middle regions of corporations.
Acknowledgment
Preface
Introduction: A Brief Overview of the Theory of Leadership
A Brief Overview of Leadership
A Brief Overview of Values Leadership
A Brief Description of Inner Leadership
The Techniques of Inner Leader Preparation
Authentically Respecting Stakeholders
Maintaining a Relationship Focus
Learning to Help Followers
Fostering Follower Change and Transformation
Learning Followership
Taking an Horizon Perspective
The Techniques of Values
Orchestrating Meaning in the Work Community
Emphasizing Values
Leaders Create a Higher Moral Standard
Servant Leadership
Celebrating Success
The Techniques of Inspiring Inner Leadership
Being Inspiring
Persuading Others
Using Humor
The Techniques of Inner Leadership Power
Using Power
Empowerment
Teaching and Coaching Stakeholders
Follower Self Governance
The Techniques of Trust Leadership
Learning to Trust Others
Creating Community
Developing Stewardship Structures
Bibliography
Index
GILBERT W. FAIRHOLM is Adjunct Professor of Management Systems at the University of Richmond and Adjunct Professor of Leadership at Averett University. He is an emeritus member of the faculty of the Department of Political Science and Public Administration at Virginia Commonwealth University and a Senior Fellow of The George Washington University Center for Excellence in Municipal Management. A frequent consultant to business and government, he focuses on leadership training and development, strategic visioning, and community development.
?Is this book a must-read for today's senior members of the defense
community?probably not. Does it have a message or two that senior
leaders need to listen to? Definitely. Fairholm's laundry list it
neither unique nor profound. Neverthelessm while the book emphasis
on leadership techniques is aimed at mid-level leaders, the author
makes the point that senior leaders need to create and enviornment
that will allow the inner-leadership potential of people throughout
the organization to flourish....As the author points out,
management and leadership have been so interwoven through the years
that most individuals are unable to seperate the two concepts. His
point is that each has its own domain in organizational studies,
and each is needed in today's organizational enviornment. Knowing
the difference and properly employing the appropriate concepts is a
must for successful organization, especially those in the defense
community.?-Parameters
"Is this book a must-read for today's senior members of the defense
community?probably not. Does it have a message or two that senior
leaders need to listen to? Definitely. Fairholm's laundry list it
neither unique nor profound. Neverthelessm while the book emphasis
on leadership techniques is aimed at mid-level leaders, the author
makes the point that senior leaders need to create and enviornment
that will allow the inner-leadership potential of people throughout
the organization to flourish....As the author points out,
management and leadership have been so interwoven through the years
that most individuals are unable to seperate the two concepts. His
point is that each has its own domain in organizational studies,
and each is needed in today's organizational enviornment. Knowing
the difference and properly employing the appropriate concepts is a
must for successful organization, especially those in the defense
community."-Parameters
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