The Leader Within: Learning Enough About Yourself to Lead Others

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Overview


The first step towards becoming an outstanding leader: know yourself. This book will help you understand yourself as a leader... so you can change, grow, and become powerfully more effective. Authored by four world-renowned leadership experts, including the legendary Ken Blanchard, it draws on an extraordinary seven-year research study on how successful corporate executives exert influence. The authors begin by presenting self-change as your must urgent leadership challenge, and showing how your values and personality govern your actions, even when you don't realize it. You'll examine the inner self you're currently bringing to your "moments of influence," discovering how your disposition, values, beliefs, and persona are contributing right now to your success -- or failure. Throughout, the authors present proven, values-based approaches to leadership in both group settings and one-to-one contexts.
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Product Details

  • ISBN-13: 9780131470255
  • Publisher: Pearson FT Press
  • Publication date: 8/26/2004
  • Pages: 264
  • Sales rank: 709,179
  • Product dimensions: 5.95 (w) x 9.01 (h) x 1.00 (d)

Meet the Author

About the Authors

DR. DREA ZIGARMI is a respected management consultant, bestselling author, and powerful trainer and motivational speaker. He co-authored Leadership and The One Minute Manager, and has co-developed several Blanchard Training and Development products, including its Leader Behavior Analysis instruments.

Few people have impacted the day-to-day management of people and companies more than KEN BLANCHARD. His phenomenal best-seller, The One Minute Manager (co-authored with Spencer Johnson), has sold 9,000,000+ copies and been translated into 25 languages. He leads the Ken Blanchard Companies®, a global leader in workplace learning, productivity, leadership, and team effectiveness.

MICHAEL O'CONNOR co-founded and directs the Center for Managing by Values. He specializes in strategy, behavior, and process-driven performance. With Ken Blanchard, he co-authored Managing by Values.

DR. CARL EDEBURN has spent 25 years consulting on key management and leadership issues. A certified trainer for the Ken Blanchard Companies, he has co-developed several Blanchard instruments.

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Read an Excerpt

PrefaceThe Book's Origin

The Leader Within is the result of our many years of experience training, consulting, coaching, and researching American business managers and leaders. At the heart of this book is a seven-year, in-depth, statistical study of the influence behaviors used by American corporate executives. Although the report's statistics are not included (to reduce reading time and save space), the conclusions presented in this book are sound and substantiated.The Book's Purpose

This book is a self-development resource; its purpose is to help you learn more about yourself so that you can change, grow, and become a better leader. Its primary objective is to present some well-developed models that help you re-create or reinvent your leadership approach so that you can bring about better organizational results and greater human satisfaction.

Knowing yourself is key to being an effective leader. The models explained in this book can help you examine the inner self that you bring to your organizational life's frequent "moments of influence." Examining how you presently behave as a leader, and then contrasting and comparing those behaviors with possible alternatives, can provide you with invaluable insights for becoming a more effective leader.The Book's Intended Audience

We wrote this book for managers and leaders—people who earn a living by influencing others within organizational settings. However, other audiences will also find it informative and helpful. Consultants can utilize the information within this book to better understand the executives they coach. Human resource professionals can use this book as a tool for broadening andrefining their executive development programs. College and university faculty can use this book as a challenging and stimulating text for their own leadership teaching or research, and the research formulated by the students they advise.The Authors' Frame of Reference

The working definition of leadership used in this book is, of course, values based, as is any definition of worth. We define a leader as anyone who acts to arouse, engage, and satisfy the motives of the follower—within an environment of conflict, competition, or change—that results in the follower taking action toward a mutually shared outcome or vision.

As you will see, that vision must be growthful for the follower, ultimately societal, and also contribute to the well-being of all involved. The values inherent in this definition involve the follower's growth and development; they imply the follower's eventual independence and autonomy of action when serving the (organizational) outcome or vision.

The term servant leader might come to mind. The leader who is a servant judges his or her success not only in the accomplishment of the outcome, but also by the effects the accomplishment has on those who do the accomplishing. Are those who are led healthier, happier, committed, and more apt to become leaders themselves? The true intent of the servant leader is to serve both the vision and all those who seek to achieve that vision. The servant leader's inner intent is not self-oriented, but other-oriented. Such a leader ensures that other people's high-priority needs are being served.1The Book's Organization

The book is organized into seven chapters, which move from a discussion of an individual's inner makeup or personality dimensions, to the role of a leader, to the implications inner personality has on an individual's potential to carry out the leader role. Each chapter is divided into two sections that help organize the seven key chapters.

  • Chapter 1 discusses the leadership challenge of self-change.

  • Chapter 2 defines the parameters of personality and leadership.

  • Chapters 3, 4, and 5 present in-depth discussions and models for understanding the three key aspects of personality: disposition, values, and persona.

  • Chapter 6 discusses leader behaviors in a one-to-one context.

  • Chapter 7 makes the important connection among disposition, values, and leadership behaviors. This chapter examines the relationship between personality and leadership behaviors that may help you become a more effective leader.

The Authors' Hopes

We wrote this book with the hope that increased self-awareness would result in better leadership and fewer negative personalities in organizations. We hope for less ego, politics, personal hurt, and psychological turn off on the part of all people in organizations; and we hope for more organizational go, action, personal joy, and liberation of personal energy and motivation for organizational purpose. Our dream of healthier organizations will happen more readily if leaders become more self-aware and elicit more self-awareness from their followers.

Discovering who you are and what you can be is a lifelong challenge. Connecting to the "lost" or as yet undiscovered facets of your humanness will make you a better leader and will go far to rekindle the spirit of the people you lead.

D.Z., K.B., M.O., C.E.
March 2004EndnotesGreenleaf 1991.

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Table of Contents

Preface.
Acknowledgments.
1. Leaders and Change.
Leaders.
The Importance of Leadership.
The Conundrum.
Two Examples.
Questions to Ponder.
Bob's Self-Perceptions.
Others' Perceptions of Bob.
Antonio's Self-Perceptions.
Others' Perceptions of Antonio.
The Four Tragedies.
The Abetting System.
Kissing Off the Organization.
The Leadership Vacuum.
The Covenant.
Onions.
The Layered Self.
The Leadership Onion.
Peeling the Onion.
The Challenge of Discomfort.
Flavoring the Stew.
The Michelangelo View.
Change.
Changing Ourselves.
Creating Reality.
Beliefs as the Basis of Reality.
Language and Reality.
Clinging to Accepted Realities.
Confining Yourself.
Fear and the Shadow Self.
Me and My Shadow.
Masculine/Feminine Shadows.
Fear--Your Emotional Brakes.
It's All Part of the Game.
Alternative Realities and Behaviors.
Working on the "Self".
Personal "Why" of Leadership.
Change and Failure.
Summary.
Endnotes.
2. Personality and Context.
Personality.
In a Nutshell.
A Model for Experience.
Positive and Negative Response Modes.
Behavior Is the Medium.
Definition of Personality.
Personality Is Dynamic.
Personality Is Influenced by Life History.
Diversity Within Pattern.
Subdivision of Personality: Disposition, Values, and Persona.
The Disposition-Values-Persona Connection.
The Leadership Onion and Personality.
Context.
Definition of Context.
Definition of Role Behavior.
Organizational Philosophy and Values Are a Basis for Role.
Role Behavior as the Basis for Leadership.
Importance of the Role Concept.
The Leader Behavior Subset.
Context Versus Situation.
One-to-One Context.
Group Context.
Organizational Context.
Need to Know Yourself.
Summary.
Endnotes.
3. Preference and Disposition.
Preference.
Unconscious Preference.
Roots of the Idea.
Definition of Preference.
Definition of Disposition.
"Wired" and "Acquired" Disposition.
Neither Good Nor Bad Disposition.
DISC Pattern.
Familiar Ways of Responding.
Modes of Responding.
Flight Versus Fight.
Accept Versus Control.
Extroversion Versus Introversion.
Direct Versus Indirect.
Perceive Versus Judge.
Risk-Taking Versus Risk-Assessing.
Optimistic Versus Pessimistic.
Change-Oriented Versus Continuity-Oriented.
Summary of Basic Response Modes.
Couples.
The "D" Direct Controller.
The "I" Direct Accepter.
The "S" Indirect Accepter.
The "C" Indirect Controller.
Fundamental Principles.
DISC Principle #1.
DISC Principle #2.
DISC Principle #3.
DISC Principle #4.
DISC Principle #5.
DISC Principle #6.
The Platinum Rule.
Summary.
Endnotes.
4. Beliefs and Points of View.
Beliefs.
Beliefs as Building Blocks.
Importance of Beliefs.
The Power of Beliefs.
Mechanism of Self-Change.
The Concept of Belief.
Beliefs and Values.
What Is a Value?
Values Criteria.
Values Process.
Types of Values.
Value Systems.
The Value of Values.
Points of View.
Self/Other Focus.
Rights/Responsibility Focus.
The Traditionalist Point of View.
Key End Values--Social Ends.
Key Means Values--Social Means.
Self-Esteem Conflict.
General Perspective.
Specific Issues.
Work Style.
Growth Actions.
Summary of the Traditionalist.
The Challenger Point of View.
Key End Values--Personal Ends.
Key Means Values--Personal Means.
Self-Esteem Conflict.
General Perspective.
Specific Issues.
Work Style.
Growth Actions.
Summary of the Challenger.
The Inbetweener Point of View.
Key End Values--Personal Ends.
Key Means Values--Social Means.
Self-Esteem Conflict.
General Perspectives.
Specific Issues.
Work Style.
Growth Activities.
Summary of the Inbetweener.
The Synthesizer Point of View.
Key End Values--Social Ends.
Key Means Values--Personal Means.
Self-Esteem Conflict.
General Perspectives.
Specific Issues.
Work Style.
Growth Activities.
Summary of the Synthesizer.
Caveats to Points of View.
Endnotes.
5. Perceptions and Persona.
Perceptions.
Psychological Bifocals.
An Example of Lateness.
An Example of Support.
Connections to Self.
General Research Findings.
Icebergs.
Self Versus Others' Perceptions.
Self-Perception.
Others' Perception of the Disposition-Values Connection.
The So Whats.
The Merger.
The Misunderstood Challenger.
Relaters as Inbetweeners.
Introverts as Traditionalists.
Controllers as Synthesizers.
Persona.
Self-Esteem.
Negative and Positive Modes Revisited.
The Esteem, Disposition, and Values Connection.
The Definition of Persona.
Implications of Persona.
Role-Dependent Persona.
Self-Indulgent Persona.
The "So What" of Persona.
Summary.
Endnotes.
6. Behaviors and Situations.
Behaviors.
Managers Versus Leaders.
Viva la Difference.
A Prescription.
Leadership Defined.
Leadership Style Defined.
Two Basic Elements of Influence Behavior.
Directing, Structuring, Focusing Behavior.
Supporting, Collaborating, Inspiring Behavior.
An Example Across Context.
A Three-Context Responsibility.
Seven Is Not Magic.
Situational Leadership II.
No "Single Best" Leadership Style.
The One-to-One Context.
Situational Leadership in a One-to-One Context.
Development Level.
Subdivisions of Competence.
Subdivisions of Commitment.
Development Levels Are Somewhat Sequential.
Regressive Cycle.
Development Level Is Task or Goal Specific.
Styles.
A General Concept of Style 1-Directing.
A General Concept of Style 2-Supporting.
A General Concept of Style 3-Coaching.
A General Concept of Style 4-Delegating.
Situations.
When to Use Style 1 in a One-to-One Context.
When to Use Style 2 in a One-to-One Context.
When to Use Style 3 in a One-to-One Context.
When to Use Style 4 in a One-to-One Context.
Does Situational Leadership Work?
Development and Regressive Cycles.
Development Cycle.
Regressive Cycle.
Using Situational Leadership Theory.
Summary.
Endnotes.
7. Vision and Learning.
Vision.
Dimensions of Vision.
Purpose.
Values.
Image.
Gravity.
Starfish.
Learning.
The "So What" of Personality on Leadership Behavior.
Disposition and Leadership Behaviors.
"D-ness" and Leadership Behavior in a One-to-One Context.
"I-ness" and Leadership Behavior in a One-to-One Context.
"S-ness" and Leadership Behavior in a One-to-One Context.
"C-ness" and Leadership Behavior in a One-to-One Context.
Values and Leadership Behaviors.
Leader Values and Follower Perceptions of Leader Behaviors.
Persona and Values Point of View.
Traditionalists and the Organization.
Morale and Leader Values.
Challenger Point of View and Follower Morale.
Inbetweener Point of View and Follower Morale.
Synthesizer Point of View and Follower Morale.
The End of the Beginning.
Epilogue.
The Expression of Character.
Definition of Character.
Character on a Personal Level.
Endnotes.
Bibliography.
Index.
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Preface

Preface

The Book's Origin

The Leader Within is the result of our many years of experience training, consulting, coaching, and researching American business managers and leaders. At the heart of this book is a seven-year, in-depth, statistical study of the influence behaviors used by American corporate executives. Although the report's statistics are not included (to reduce reading time and save space), the conclusions presented in this book are sound and substantiated.

The Book's Purpose

This book is a self-development resource; its purpose is to help you learn more about yourself so that you can change, grow, and become a better leader. Its primary objective is to present some well-developed models that help you re-create or reinvent your leadership approach so that you can bring about better organizational results and greater human satisfaction.

Knowing yourself is key to being an effective leader. The models explained in this book can help you examine the inner self that you bring to your organizational life's frequent "moments of influence." Examining how you presently behave as a leader, and then contrasting and comparing those behaviors with possible alternatives, can provide you with invaluable insights for becoming a more effective leader.

The Book's Intended Audience

We wrote this book for managers and leaders--people who earn a living by influencing others within organizational settings. However, other audiences will also find it informative and helpful. Consultants can utilize the information within this book to better understand the executives they coach. Human resource professionals can use this book as a tool for broadening and refining their executive development programs. College and university faculty can use this book as a challenging and stimulating text for their own leadership teaching or research, and the research formulated by the students they advise.

The Authors' Frame of Reference

The working definition of leadership used in this book is, of course, values based, as is any definition of worth. We define a leader as anyone who acts to arouse, engage, and satisfy the motives of the follower--within an environment of conflict, competition, or change--that results in the follower taking action toward a mutually shared outcome or vision.

As you will see, that vision must be growthful for the follower, ultimately societal, and also contribute to the well-being of all involved. The values inherent in this definition involve the follower's growth and development; they imply the follower's eventual independence and autonomy of action when serving the (organizational) outcome or vision.

The term servant leader might come to mind. The leader who is a servant judges his or her success not only in the accomplishment of the outcome, but also by the effects the accomplishment has on those who do the accomplishing. Are those who are led healthier, happier, committed, and more apt to become leaders themselves? The true intent of the servant leader is to serve both the vision and all those who seek to achieve that vision. The servant leader's inner intent is not self-oriented, but other-oriented. Such a leader ensures that other people's high-priority needs are being served.1

The Book's Organization

The book is organized into seven chapters, which move from a discussion of an individual's inner makeup or personality dimensions, to the role of a leader, to the implications inner personality has on an individual's potential to carry out the leader role. Each chapter is divided into two sections that help organize the seven key chapters.

  • Chapter 1 discusses the leadership challenge of self-change.
  • Chapter 2 defines the parameters of personality and leadership.
  • Chapters 3, 4, and 5 present in-depth discussions and models for understanding the three key aspects of personality: disposition, values, and persona.
  • Chapter 6 discusses leader behaviors in a one-to-one context.
  • Chapter 7 makes the important connection among disposition, values, and leadership behaviors. This chapter examines the relationship between personality and leadership behaviors that may help you become a more effective leader.

The Authors' Hopes

We wrote this book with the hope that increased self-awareness would result in better leadership and fewer negative personalities in organizations. We hope for less ego, politics, personal hurt, and psychological turn off on the part of all people in organizations; and we hope for more organizational go, action, personal joy, and liberation of personal energy and motivation for organizational purpose. Our dream of healthier organizations will happen more readily if leaders become more self-aware and elicit more self-awareness from their followers.

Discovering who you are and what you can be is a lifelong challenge. Connecting to the "lost" or as yet undiscovered facets of your humanness will make you a better leader and will go far to rekindle the spirit of the people you lead.

D.Z., K.B., M.O., C.E.
March 2004

Endnotes

Greenleaf 1991.
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