Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership / Edition 1


In clear, simple terms Leadership and the One Minute Manager teaches managers the art of Situational Leadership-a simple system that refutes the conventional management mandate of treating all employees equally. Here, you'll learn why tailoring management styles to individual employees is so important; why knowing when to delegate, support, or direct is critical; how to identify the leadership style suited to a particular person; and how consistent use of the One Minute techniques will produce better management and enhanced motivation on all levels. This remarkable, easy-to-follow book is a priceless guide to creative, personalized leadership that elicits the best performance from your staff-and the best bottom line for any business.

The third book in the extraordinary One Minute Manager series goes straight to the heart of management.

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Editorial Reviews

Robert H. Schuller
Leadership and the One Minute Manager® teaches strategies that put possibility thinking into action. It's a must for managers and parents.
Harvey B. Mackay
There is only one group of people that I wouldn't want to read this book. . . my competitors. Another winner from the One Minute Manager.
Warren Bennis
Simple, smart, and useful—this book demonstrates that leadership competence is attainable by all who truly desire it.
Roger Milliken
If you think people are your most important asset, then Leadership and the One Minute Manager® is for you and your managers.
Tom Managhan
Leadership and the One Minute Managerwill provide you with the knowledge you need to build a winning team.
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Product Details

  • BN ID: 2580688039694
  • Manufacturer: HarperCollins Publishers
  • Publication date: 10/28/1999
  • Series: One Minute Manager Series
  • Edition number: 1
  • Pages: 112
  • Product dimensions: 8.56 (w) x 5.72 (h) x 0.50 (d)
  • These items ship to U.S. address only. No APO/FPO.

Meet the Author

Ken Blanchard is chairman of the board of Blanchard Training and Development, Inc. He is the co-author of The One Minute Manager and eleven other bestselling books.
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Read an Excerpt

Chapter One

A Visit from an Entrepreneur

The One Minute Manager got a call one day from a woman who said she was an "entrepreneur." He was glad to hear from her because he knew that the country was in the midst of an entrepreneurial boom and that a large share of the growth in new businesses came from women.

The entrepreneur explained that she was having a hard time finding people who were willing to work as hard as she was.

"I seem to have to do everything. I feel like the Lone Ranger," said the entrepreneur.

"What you have to do," said the One Minute Manager, "is learn to delegate."

"But my people are not ready," said the entrepreneur.

"Then you need to train them," said the One Minute Manager.

"But I don't have time," said the entrepreneur.

"If that's the case," grinned the One Minute Manager, "you do have a problem. Why don't you come over this afternoon and let's have a talk."

That afternoon when the entrepreneur arrived at the One Minute Manager's office she found him talking to his secretary at her desk.

"I appreciate your willingness to meet with me," said the entrepreneur as she joined the One Minute Manager in his office.

"It's my pleasure," said the One Minute Manager. "I've heard that you have been very successful in a number of ventures. What do you think it takes to be successful?"

"It's really quite easy," smiled the entrepreneur. "All you have to do is work half a day. You can work either the first twelve hours or the second twelve hours."

The One Minute Manager had a good laugh. The he said, "While I think the amount of time and effort you put into work isimportant, I'm afraid too many people think there is a direct relationship between amount of work and success—the more time you put in, the more successful you will be."

"I thought you would say that," said the entrepreneur. "In fact, I understand one of your favorite quotes is:

Don't Work Harder—Work Smarter

"Absolutely," said the One Minute Manager. "Before talking about some of my thoughts on working smarter, let me ask you one more question."

"Fire away," said the entrepreneur.

"You call yourself an entrepreneur," said the One Minute Manager. "What does that mean to you?"

The entrepreneur smiled and said, "A friend of mine described beautifully what it means to be an entrepreneur. He told me he once took his senior vice-president to the top of a hill that overlooked the city. It was a beautiful view.

"He said to his vice-president, `Do you see that ridge down there? Wouldn't that be a great place to build a house?'

"`It sure would be,' said his vice-president.

"`Can you imagine a pool over to the right? Wouldn't that be something?' continued my friend.

"`Just tremendous,' said the vice-president.

"`How about a tennis court to the left?' said my friend.

"`What a setting,' said the vice-president.

"`Let me tell you one thing,' said my friend. `If you continue to work as hard as you have and accomplish all the goals we have set, I guarantee that someday-someday all of that will be mine."'

"That's beautiful," said the One Minute Manager with a big smile on his face. "But I think that story illustrates some of your problems with managing and motivating others."

"What do you mean?" asked the entrepreneur.

ET me explain it this way," said the One Minute Manager. "I would imagine your organization looks like a pyramid with you, as the CEO, at the top and all the individual contributors at the bottom. In between are several levels of management."

"That's the way it's organized," said the entrepreneur. "Is there something wrong with a pyramidal organization?"

"No," said the One Minute Manager. "There is nothing wrong with it as an organizational model. The trouble comes when you think in a pyramid."

"I don't think I follow you," said the entrepreneur.

"When you think in a pyramid," continued the One Minute Manager, "the assumption is that everyone works for the person above them on the organizational ladder. As a result, managers are thought to be `responsible' for planning, organizing, and evaluating everything that happens in the organization while their people are supposed to be `responsive to the directives of management.' That's why people like you end up thinking managers do all the work."

"How should it be?" asked the entrepreneur.

"I prefer to turn the pyramid upside down so that top managers are at the bottom," said the One Minute Manager. "When that happens there is a subtle, but powerful, twist in who is responsible and who should be responsive to whom."

"In other words, you're saying managers should work for their people," said the entrepreneur, "and not the reverse."

"Precisely," said the One Minute Manager. "If you think your people are responsible and that your job is to be responsive, you really work hard to provide them with the resources and working conditions they need to accomplish the goals you've agreed to. You realize your job is not to do all the work yourself or to sit back and wait to `catch them doing something wrong,' but to roll up your sleeves and help them win. If they win, you win."

"But as I told you earlier," said the entrepreneur, "I don't have time to be responsive to the needs of all my people."

"You don't have to work closely with all your people," said the One Minute Manager, "only those who need help."

"You mean you treat people differently?" wondered the entrepreneur.

"Absolutely," said the One Minute Manager. "There's a saying we use around here that says it all:

Different Strokes For Different Folks

If that's true," wondered the entrepreneur, "how do you treat your people differently?"

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Table of Contents

A Visit from an Entrepreneur 11
Being Successful 13
Thinking Differently About Leadership 17
Different Strokes for Different Folks 19
Leadership Style: Perceptions of Others 22
Leadership Style Flexibility 28
The Four Basic Leadership Styles 30
No Best Leadership Style 36
Think Before You Act 43
Flexibility: A Review 46
The Four Basic Leadership Styles: A Summary 47
Diagnosing Development Level 48
Matching Leadership Style to Development Level 55
Situational Leadership and One Minute Management 59
Different Strokes for the Same Folks 61
Developing Competence and Commitment 67
Turning Around Performance Problems 79
One Minute Management and Situational Leadership: A Review 81
Sharing What You're Doing 82
Contracting for Leadership Style 86
Positive Assumptions About People 99
Becoming a Situational Leader 101
Praisings 107
About the Authors 108
Services Available 111
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Customer Reviews

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( 9 )
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Sort by: Showing all of 9 Customer Reviews
  • Anonymous

    Posted February 7, 2000

    A great book to learn about leadership!

    Leadership and the one minute manager: Increasing effectiveness through situational leadership (1985) cuts to the heart of leadership without mincing words. It is clear, meaningful and concise in explaining how situational leadership is necessary. The one-sentence blurbs and charts aid in easier understanding. Although I found the book to be set in a cheesy environment, the story is interesting and does a good job articulating that many different leadership styles are effective. I discovered that a good leader should be flexible enough to lead different people in different ways, continually wanting the best for each of them. This book tells us that leadership is more than simply managing others, but it is about working alongside and encouraging them to be good leaders as well.

    2 out of 2 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted March 5, 2006

    By Far My Favorite

    This is by far my favorite leadership book. Situational leadership is now my leadership style!

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted May 6, 2001

    Great Book!

    I recommend managers or anyone who is interested in management read this book. It is easy to understand. I especially like the part - to use different leadership on the same person in different situations.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted March 9, 2001

    Great reading material for everyone

    Very simple format, yet powerful message. Discusses the key points to becoming a good situational leader. A necessity for every manager/leader, or anyone seeking to improve their leadership skills.

    1 out of 1 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted February 7, 2000

    The only way to lead AND manage!

    The authors posed the material in a strange story-like manner, but the message was clearly evident. Situational leadership and its use in management was defined explicitly with the help of common examples in a business environment. Being unaware of this style of leadership has influenced me to now practice situational leadership both with work and my personal life. I recommend any manager read this. The authors simplistically explained the keys to eventually help one lead individuals to success in any situation.

    1 out of 1 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted February 7, 2000

    A book that managers should read!

    This book focuses on a situational leadership perspective that Ken Blanchard is very accustomed to! He is a #1 New York Times best selling author and has many interesting philosophies.The other two authors have been implementing situational leadership concepts with Ken for over twenty years.This book is simple, and easy to undersdtand.However, it is almost too easy to understand. It runs you through a real life scenerio in the work place through the eyes of an entrepreneur.The book is rather short(105 pgs.) and one could finish it in about an hour and a half.If you have time to spare and like catchy and motivating quotes, this book is for you!

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted February 6, 2000

    Great book on situational leadership

    This is an excellent book on situational leadership. It outlines what would seem to be a simple process to becoming a situational leader. The examples given are relevant and the book was very easy to read. The most valuable concept I learned from the book was the concept of ¿different strokes for the same folks,¿ meaning that you can use different leadership styles with the same person depending on the task at hand. The only thing I didn¿t really care for about this book was the way in which it was written. The whole book consists of conversations between ¿the entrepreneur,¿ the ¿one minute manager,¿ and the subordinates of the one minute manager. It was kind of cheesy at some times, but it got the point across loud and clear.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted May 7, 2009

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  • Anonymous

    Posted October 27, 2008

    No text was provided for this review.

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