The classic for managers seeking to hone their leadership skills into a C-Suite position
Updated with copious new research conducted over the past ten years, this landmark work provides everything you need to transform yourself from an effective manager to an extraordinary leader.
In addition to the time-proven methods and approaches that has made The New Extraordinary Leader one of the most popular leadership books around, this third edition includes
Updated insights on how to demystify leadershipMore data on how extraordinary leadership directly benefits employee engagement, customer satisfaction, retention, innovation, and profitabilityA brand-new, simplified definition of leadership strengths Critical research on the importance of developing leadership teams *Three all new chapters that cover: Leadership competencies and how they interplay with each other, The role of cross training in leadership development, and The leader's role in his or her own development
The New Extraordinary Leader, 3rd Edition: Turning Good Managers into Great Leaders
Description
Table of Contents
Acknowledgments
Introduction
PART I
HOW INDIVIDUALS DEVELOP THEIR
LEADERSHIP CAPABILITY
1 Demystifying Leadership
2 Great Leaders Make a Great Difference
3 The Competency Quest
4 How The Extraordinary Leader Behaves
5 Great Leaders Possess Multiple Strengths
6 Leaders Must Fit Their Organization
7 Fatal Flaws Must Be Fixed
8 Alternative Paths for Leadership Development
9 How Individuals Develop Themselves
PART I I
THE ORGANIZATION'S ROLE IN
FILLING THE LEADERSHIP PIPELINE
10 Tailor Leadership Development to the Organization
11 Define the Scale and Scope
12 Ensure Executive Support
13 Use Powerful Learning Methods
14 Embed Leadership Development into the Culture
15 Sustain and Follow-Through
PART I I I
TOPICS OF SPECIAL INTEREST
16 Women in Leadership
17 Measure Improvement
18 Develop Leadership Teams
Appendix: Research Methodology
Notes
Index
Author Description
John H. Zenger, D.B.A., is CEO of Zenger Folkman, a firm that helps organizations and individuals improve leadership effectiveness that, in turn, drives business results. These results include increasing employee engagement, retention, productivity, and bottom-line profitability. He is a member of the HRD Hall of Fame and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams.
Joseph R. Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the subject of creating and using employee surveys to create organizational change and 360- degree feedback assessment for individual development. Folkman is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference.