What You Don't Know about Leadership, But Probably Should: Applications to Daily Life

by Jeffrey A. Kottler

Overview

Leadership is not just for CEOs—we all find ourselves in leadership positions at one time or another, whether in meetings and classes or at social events and family gatherings. And yet, even though leadership is the single most studied aspect of all human behavior, there remains a scarcity of qualified leaders to step into critical positions. This deficit is laid bare in the gulf between what leaders are trained to do and how they actually act.

In What You Don't Know About Leadership, but Probably Should, Jeffrey A. Kottler translates the latest research, theory, and skills into practical strategies for everyday and professional situations. He presents the wisdom and successful strategies of an array of renowned leaders—from Steve Jobs to Franklin Delano Roosevelt, George Lucas to Admiral Horatio Nelson—while citing the challenges they faced and lessons they learned in their respective roles. The book focuses on key attributes such as self-confidence, flexibility, charisma, and humility, while noting the serious pitfalls associated with traits such as hubris, immodesty, and narcissism. Kottler's writing is candid and realistic; though there are no easy rules or programs that instantly lead to success, there are steps you can take to make a difference in others' lives, better manage conflict and stress, and ultimately serve as an effective leader.

Product Details

ISBN-13:	9780190620820
Publisher:	Oxford University Press
Publication date:	03/29/2018
Edition description:	New Edition
Pages:	344
Product dimensions:	6.20(w) x 9.30(h) x 1.10(d)

About the Author

Jeffrey A. Kottler, PhD, is one of the most prolific authors in the fields of psychology and education, having written 90 books about a wide range of subjects related to personal transformation. He is Clinical Professor of Psychiatry at Baylor College of Medicine in Houston and Professor Emeritus of Counseling at California State University, Fullerton. He is also the Founder of Empower Nepali Girls, an organization devoted to the protection and mentoring of at-risk children.

Table of Contents

Part I: The Nature of Group Behavior at Work and Play
1: Interpersonal Patterns Past and Present
2: What Most People Don't Seem to Know About Groups and How People Change
3: Stages of Group Process and Evolution

Part II: How Leaders Try-and Usually Fail to Make a Difference
4: Really, Really Bad Leadership and What We Learn From Our Mistakes
5: Models of Leadership That Can Be Adapted
6: A Few Simple Things That Make All the Difference
7: It's Not About the Agenda, It's All About Relationships

Part III: Skills and Interventions
8: Leadership Skills and Strategies That Don't Rely on Authority and Power
9: Some Very Advanced Leadership Skills
10: Leaders Tell Inspiring Stories
11: Critical Incidents That Leaders Fail to Recognize and Handle Effectively

Part IV: Applications to Daily Life
12: Leadership Within Social, Family, and Community Life
13: Talking to Larger Groups Without Boring Them to Death
14: It's Not Just About What You Do, But Who You Are

Editorial Reviews

02/26/2018
Kottler, a psychiatry professor at Baylor College of Medicine, offers an insightful and surprisingly fresh examination of the tired topic of leadership. What sets this work apart from the legion of books on the subject is the underlying premise that effective leaders must model in their own lives the behavior they seek to inspire in others. He explores the benefits of admitting what one doesn’t know and the pitfalls of leadership blind spots. An invaluable chapter on having “meaningful interactions” delves into the ubiquitous experience of dull and endless meetings, along with tips for improving them, such as “inviting collaboration” and “suggesting constructive steps of action.” Kottler also provides an intriguing, if too short, list of the attributes that distinguish great leaders from poor ones and an intriguing look at the leadership styles of American presidents. His exploration of bad management will resonate with people at all levels of the corporate ladder, as will his chapter on leadership in everyday life. Readers in leadership positions will appreciate Kottler’s reminder that, as he writes at the book’s conclusion, “it’s not just about what you do, but who you are” that makes the difference. (Apr.)

Publishers Weekly