White Hat Leadership: How to Maximize Personal and Employee Productivity

Overview

America needs a new model for leadership. The heavy-handed "command and control" approach to management that has dominated American corporate culture no longer works. Technology, entrepreneurship, and a desire to ask "why?" by modern employees means that today's companies must find a new way-one that doesn't rely on obedience, but instead on self-confidence, collaboration, and loyalty.

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Overview

America needs a new model for leadership. The heavy-handed "command and control" approach to management that has dominated American corporate culture no longer works. Technology, entrepreneurship, and a desire to ask "why?" by modern employees means that today's companies must find a new way-one that doesn't rely on obedience, but instead on self-confidence, collaboration, and loyalty.

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Product Details

  • ISBN-13: 9781423601098
  • Publisher: Smith, Gibbs Publisher
  • Publication date: 2/7/2007
  • Pages: 160
  • Product dimensions: 5.50 (w) x 7.75 (h) x 0.51 (d)

Meet the Author

Ty Warren leads a consulting consortium under the name T.R. Warren Associates. He is Senior Consultant for Extreme Arts & Sciences, a consulting company with emphasis on financial institutions. In high demand as a lecturer, he has spoken to groups in 49 states and seven foreign countries. He lives in Birmingham, Alabama.

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Read an Excerpt

Every workplace has a culture.

I t is impossible for an organization to avoid having a culture. Organizations create cultures involuntarily because people need to know the rules in order to function. In the absence of a strong leader who forces a defined culture upon the population, the population will create its own rules, which, collectively, become the culture. This is the greatest challenge for anyone desiring to provide a healthy, high-speed, highly productive work environment.

Culture consists of the sum of shared parts, including values, attitudes, behaviors, and language. Most importantly, it consists of shared values, hence a need to impose positive personal and corporate values upon the organization rather than to allow the culture to independently create its own value system. It is the culture that defines how we interact with each other and those who come into contact with the organization. Behavior is both a symptom and a result of culture, so how we deal with each other helps define a healthy versus a dysfunctional culture.

This means that the world created within an office or corporation evolves from every event that happens in the office or corporation, and every attitude, belief, and value expressed within it. The environment self-defines as we accept certain words, behaviors, attitudes, types of dialogue, groupings of people, and other elements that contribute to the culture stew.

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Table of Contents

Acknowledgments 9

Introduction: Leading Cultures 11

Section I: Self-Awareness

Chapter 1: Change the Way You Think about Leadership 27

Chapter 2: Prepare to Lead 41

Chapter 3: Traits of Effective Leaders 51

Section II: People Awareness

Chapter 4: Give Your Employees What They Need 79

Chapter 5: Gathering the Team 99

Section III: Communication Awareness

Chapter 6: Communicating to the Culture 121

Chapter 7: Communicating with Individuals 133

Conclusion: Take Action 143

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