If you are a leader or aspire to leadership over others you must read "Leaders, Power & Consequences." It clearly exposes the influences a leader has with people who are close and important to the leader. The leader is the person who holds the true power, that is, "the buck stops with them." It is not underlings who act on behalf of another who dictates their actions. They are not the true power, and no one is long deceived. Where do problems in relationships, trivial or significant, not exist? The answer to resolving the problem is likely found where the power is located. Who are the true…mehr
If you are a leader or aspire to leadership over others you must read "Leaders, Power & Consequences." It clearly exposes the influences a leader has with people who are close and important to the leader. The leader is the person who holds the true power, that is, "the buck stops with them." It is not underlings who act on behalf of another who dictates their actions. They are not the true power, and no one is long deceived. Where do problems in relationships, trivial or significant, not exist? The answer to resolving the problem is likely found where the power is located. Who are the true leaders, what are their expectations and how well do they communicate with those they lead? And, how well and candidly do those significant to the leader communicate directly back to the leader? This is where trust, safety and respect play a huge role in how the relationship plays out and either grows, mutually, or is destructive, mutually. Most leaders tend to communicate badly, have unspoken or inflexible expectations towards those they lead and blame others for what is the leader's failings. "Leaders, Power & Consequences" confronts this problem of leadership directly and clearly by using Sy Ogulnick's personally experienced stories. He clearly describes the path leaders must take if they are to personally grow, to understand themselves better, and in the process to contribute to the growth of those they lead. When authentic communication takes place between those in power and those immediately at the effect of this power, trust, safety and respect are felt by each. This must be found in the environment or Genuine Dialogue between them is impossible and will not, even at the point of a gun, take place. And it is the leaders who are primarily responsible for the creation of the environment. Words do not make it so, but action (behavior of the leaders) does. The path laid out in "Leaders, Power & Consequences" leads to facilitating problem-solving, creativity, innovation and a sense of mutual ownership amongst people to the degree that most leaders can only dream of.
y Ogulnick received a BA from UCLA, Teacher¿s Credential from Los Angeles Board of Education and completed phase I (Master¿s portion) in a Doctor of Behavioral Science program at California Coast University. Sy leased and operated a summer day camp in LA. He and his wife then purchased virgin wilderness land in Northern CA, where they built and operated a coed summer camp. They moved to Las Vegas, NV, and purchased, built and operated a community children¿s program for families staying in a major resort casino in Las Vegas. They have created programs for children nationwide that employed many people and in the process developed successful training programs for personnel. This led Sy to lecture on how to train staff and the creating of community within the workplace. Sy was then invited to speak at professional conferences on how best to hire and train employees, which led to his becoming a consultant in the art of improving relationships in a work environment and eventually to his epiphany that ¿Leaders are the primary problem and the answer to the personnel issues that arise in the workplace.¿ Sy has written numerous papers on the subject of interpersonal relationships, leadership and power. He has lectured throughout the United States, has been interviewed by the media and has appeared on many radio and TV talk shows.
Inhaltsangabe
Chapter 1: Power What is Power? Whenever Power Is Used Between People, Consequences Follow The Use of Stories in this Book Power Is Best Identified in One s Own Inner Circle Genuine Dialogue Enables Leaders to Use Power Correctly When Leadership Changes, So Does the Environment Power and Its Many Forms What Is True Power, and How Do We Acquire It? Like Each Grain of Sand, People and Leaders are Unique Why the Most Qualified Candidate a Business Can Afford Should Be Hired How Does Power Influence Personal Relationships? Do We Know Ourselves? Where Is Power Not an Issue? Power and Hierarchy Chapter 2: True Entrepreneurs What Drives True Entrepreneurs? True Entrepreneurs, In General Becoming a Successful Entrepreneur Takes Hard Work Entrepreneurs Need Mentors Power in the Hands of True Entrepreneurs Entrepreneurs Have Existed From the Beginning of History Growing from Entrepreneurs to Leaders More Stories and Lessons Learned Shifting Gears from Entrepreneurship to Leadership Genuine Dialogue is a Vital Dynamic for Entrepreneurship and Leadership Entrepreneurs and the Inner Circle Are Entrepreneurs Made or Born? Chapter 3: Leaders Relationships between Leaders and Followers Are Vital We Know Our Leaders Better Than They Know Us Good Leadership Has the Brilliance and Flaws of a Unique Diamond Quality Leaders Rely on Genuine Dialogue and the Inner Circle A Quality Leader Is What We Learn to Be Leadership and Consequences A Review Chapter 4: Attributes of Relatively Enlightened Leaders Why the Relatively Enlightened Leader? Where Quality Attributes Come From General Thoughts on Attributes Relatively Enlightened Leaders Have Healthy Relationships Essential Attributes for the Enlightened Leader The Leader +Teacher + Student + Role Model Chapter 5: The Inner Circle (IC) Genuine Dialogue Is the Golden Thread Only the Wise and Ethical Bring Together the Best Talent Power and the IC Members Whös Really in Charge Here? How Entrepreneurs Select Their IC Participants Who and What Behavior Make For A Healthy IC Member? Lessons Learned by Addressing Common Problems Maintaining the Healthy IC More Stories about ICs Creating and Maintaining a Healthy IC is a Leadership Challenge Selection of IC Members is Important, But Leadership Even More So Chapter 6: Genuine Dialogue Genuine Dialogue Is Communication Without Filters Genuine Dialogue is Definitely Special Experiencing the Experience We Are Born and Immediately Communicate Genuinely The Necessity of the Proper Environment What Might Our Bag of Experiences Contain? Back to Genuine Dialogue We Have Many Inner Circles The Difficulty of Growing As One s True Self FY Money What Are the Essential Ingredients that are Essential to Genuine Dialogue? Or, How Do We Make Chicken Soup? Genuine Dialogue Can Be Made to Happen Without Genuine Dialogue, Important Issues Aren t Addressed Chapter 7: Events Dictate the Exercise of Power Why Events Should Dictate the Use of Power Leaders Need to Understand Their Power Being What Others Want Us to Be Need Not Keep Us from Becoming Similarities Between Quality Leaders Appear to be Much Greater Than Their Differences Leadership Programs Are Essential Chapter 8: The Anatomy of a Workshop Discovery That the Leader Is the Cause Further Reflections Establishing the Ground Rules for a Workshop The Mentor s Role in the Workshop Who We Are As Perceived by Those Close To Us Preparing the Ground The Workshop B1, B2 and B3 Problem-Solving Is More than Just the Problem The Impact of Genuine Dialogue Reaching Genuine Dialogue Safety at the Office Leads to a Desire for Safety at Home Tying It All Together Excerpt
Chapter 1: Power What is Power? Whenever Power Is Used Between People, Consequences Follow The Use of Stories in this Book Power Is Best Identified in One s Own Inner Circle Genuine Dialogue Enables Leaders to Use Power Correctly When Leadership Changes, So Does the Environment Power and Its Many Forms What Is True Power, and How Do We Acquire It? Like Each Grain of Sand, People and Leaders are Unique Why the Most Qualified Candidate a Business Can Afford Should Be Hired How Does Power Influence Personal Relationships? Do We Know Ourselves? Where Is Power Not an Issue? Power and Hierarchy Chapter 2: True Entrepreneurs What Drives True Entrepreneurs? True Entrepreneurs, In General Becoming a Successful Entrepreneur Takes Hard Work Entrepreneurs Need Mentors Power in the Hands of True Entrepreneurs Entrepreneurs Have Existed From the Beginning of History Growing from Entrepreneurs to Leaders More Stories and Lessons Learned Shifting Gears from Entrepreneurship to Leadership Genuine Dialogue is a Vital Dynamic for Entrepreneurship and Leadership Entrepreneurs and the Inner Circle Are Entrepreneurs Made or Born? Chapter 3: Leaders Relationships between Leaders and Followers Are Vital We Know Our Leaders Better Than They Know Us Good Leadership Has the Brilliance and Flaws of a Unique Diamond Quality Leaders Rely on Genuine Dialogue and the Inner Circle A Quality Leader Is What We Learn to Be Leadership and Consequences A Review Chapter 4: Attributes of Relatively Enlightened Leaders Why the Relatively Enlightened Leader? Where Quality Attributes Come From General Thoughts on Attributes Relatively Enlightened Leaders Have Healthy Relationships Essential Attributes for the Enlightened Leader The Leader +Teacher + Student + Role Model Chapter 5: The Inner Circle (IC) Genuine Dialogue Is the Golden Thread Only the Wise and Ethical Bring Together the Best Talent Power and the IC Members Whös Really in Charge Here? How Entrepreneurs Select Their IC Participants Who and What Behavior Make For A Healthy IC Member? Lessons Learned by Addressing Common Problems Maintaining the Healthy IC More Stories about ICs Creating and Maintaining a Healthy IC is a Leadership Challenge Selection of IC Members is Important, But Leadership Even More So Chapter 6: Genuine Dialogue Genuine Dialogue Is Communication Without Filters Genuine Dialogue is Definitely Special Experiencing the Experience We Are Born and Immediately Communicate Genuinely The Necessity of the Proper Environment What Might Our Bag of Experiences Contain? Back to Genuine Dialogue We Have Many Inner Circles The Difficulty of Growing As One s True Self FY Money What Are the Essential Ingredients that are Essential to Genuine Dialogue? Or, How Do We Make Chicken Soup? Genuine Dialogue Can Be Made to Happen Without Genuine Dialogue, Important Issues Aren t Addressed Chapter 7: Events Dictate the Exercise of Power Why Events Should Dictate the Use of Power Leaders Need to Understand Their Power Being What Others Want Us to Be Need Not Keep Us from Becoming Similarities Between Quality Leaders Appear to be Much Greater Than Their Differences Leadership Programs Are Essential Chapter 8: The Anatomy of a Workshop Discovery That the Leader Is the Cause Further Reflections Establishing the Ground Rules for a Workshop The Mentor s Role in the Workshop Who We Are As Perceived by Those Close To Us Preparing the Ground The Workshop B1, B2 and B3 Problem-Solving Is More than Just the Problem The Impact of Genuine Dialogue Reaching Genuine Dialogue Safety at the Office Leads to a Desire for Safety at Home Tying It All Together Excerpt
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
