Leaders - Hired, Admired, Fired: How to Become a Leader

Leaders - Hired, Admired, Fired: How to Become a Leader

by Ern Prentice


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Leaders – Hired, Admired, Fired: How to Become a Leader traces the policy and practices associated with the development of leaders in organizations.
There are many definitions for leaders and leadership. In general, a leader is a person responsible for achieving set objectives through the work of others, and for building and maintaining the team. Leadership, on the other hand, is the ability to influence people to a common purpose, using characteristics that inspire trust and confidence.
Leaders – Hired, Admired, Fired tracks the recruitment and assimilation of a leader, and details how a leader can make their mark in an organization. It also outlines the concerns about forming the correct relationships with people – both internally and externally.
Part I (Hired) looked at recruitment and selection, career development, and assimilation. Part II (Admired) addresses the issues of alignment, accountability, and assessment. Part III (Fired) then explores culture, competence and conduct.
Leaders – Hired, Admired, Fired concludes with an overview of key insights (Part IV), including leadership skills, leadership capabilities, coaching and teamwork, and successfully managing the complex challenges CEOs can face. It is also full of examples of leadership practices and of how a leader can successfully manage their own career development while also empowering others.

Product Details

ISBN-13: 9780734612458
Publisher: Tilde Publishing and Distribution
Publication date: 12/15/2015
Series: Tilde Business Series
Product dimensions: 7.50(w) x 9.50(h) x 0.50(d)

About the Author

ERN PRENTICE has had an extensive career in Human Resource management, including line operations and corporate roles. He is currently a consultant on leadership and management development covering the design and delivery of programs for frontline and managerial level groups in middle to large organizations. His publications cover journal articles on Human Resource Management issues and one major text on Frontline Management (Empowering Supervisors) with co-author Gordon Rabey

Table of Contents

About the author vii

Dedication and acknowledgment vii

Foreword ix

Preface xi

Introduction xiii

Strategic leader xiv

Empowering leader xiv

Frontline leader xiv

Sports leaders xiv

Leader of a cause xv

Part I Hiring 1

Chapter 1 Recruitment and selection 3

Introduction 3

Position profile 4

CEO profile 7

Conducting interviews 8

Reference checking 9

Key insights 11

Chapter 2 Career development 12

Induction plan 12

Career development plans 14

Organisational framework and review 15

Leader's development needs and degree of difficulty 16

Challenging experience and assignments 17

External development 18

Developing talented leaders 19

Key insights 21

Chapter: Assimilation 22

Introduction 22

New leader assimilation 23

Action plan 25

New CEO - Assimilation 27

High priority actions 28

Key insights 30

Part II Admiring 31

Chapter 4 Alignment 33

Business and performance plans 33

Mission and vision 34

Alignment 37

Alignment and role clarity 37

Key insights 39

Chapter 5 Accountability 40

Strategy 41

Strategic planning 42

Business plan 44

Performance planning and review 45

Performance planning matrix 47

Business priorities 49

Key insights 56

Chapter 6 Assessment 57

Performance management 57

Performance review/assessment of performance 59

Value-based culture 59

Living the values 60

Scoreboard 61

Cascading performance plans 62

Key insights 64

Part III Firing 65

Chapter 7 Culture 67

Introduction 67

Culture and leaders 68

Leadership development framework 68

Leaders influence 68

Legitimacy 71

The 'public face' of the organisation 71

Image and reputation 73

Key insights 75

Chapter 8 Competence 76

Building relationships 77

Leadership temperature system 79

Feedback session - preparation 80

Executive coaching 80

Narcissistic leaders 80

Organisational politics 82

Political processes 83

Political behaviour 83

Political awareness 83

Conflict management 85

Managing a crisis 86

Guidelines of the fired leader 88

Key insights 89

Chapter 9 Contents 90

Introduction 90

Level of stress 90

Incompetence 91

Family relationships 92

Sexual relationships 93

Alcohol and gambling 94

Financial impropriety 94

Ethical management 95

Conflict of interest 96

Dealing with a concern 96

Key insights 97

Part IV Leveraging leadership 99

Chapter 10 Leadership skills 101

Observation 101

Influence and power 102

Perception 104

Networking 105

Characteristics and structure 106

Facilitation 107

Negotiation 109

Communications 111

Listening 113

Delegating 114

Key insights 115

Chapter 11 Leadership capability 116

Introduction 116

Making decisions 117

Self-reflection 118

Promoting yourself 118

Building leadership capability 119

Enterprise best practice leadership development 120

Building leadership talent 121

High potential people 122

Development planning 122

Progression and succession planning 122

Leadership success profiles 125

Individual development plan 125

Key insights 131

Chapter 12 Coaching and teamwork 132

Introduction 132

Leadership context 133

Coaching structure 133

Coaching key capabilities 134

Coaching roles 135

Image of a coach survey 137

Mentoring relationships 138

Role of the mentor 140

Mentoring structure 140

Teamwork 141

High performing leadership team 143

High performing teams survey 145

Horizontal leadership 146

Top leadership team 147

Key insights 148

Chapter 13 CEO challenges 149

Introduction 149

A possible scenario 150

HR agenda 151

Organisation and leadership effectiveness 151

Work life balance 153

Being lonely 153

CEO credibility and transition 154

CEO approach 154

Organisation receptivity 156

Environment signals 161

Risk management 162

CEOs - Leading the way 166

Key insights 167

References 169

Bibliography 175

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