Leaders are responsible for those they lead and are often expected to take care of others. Care ranges from helping others improve in their roles,
Today I will be glad to share two most demanding books on leadership.
"The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet." "Leadership and learning are indispensable to each other." "A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better."
1. Real Leaders don't Boss by Ritch K. Rich
The book is best seller and record breaker, here is some views from the book:
Understanding Real Leadership Perhaps one of the simplest ways to better understand the power of real leadership is to consider what you like and what you don’t like in a leader. Consider some of the following questions as they relate to those in leadership roles. There are no right or wrong answers to these questions. Instead, your answers should help you put together a list of favorable and unfavorable traits in a leader: What do you admire about your leader or leaders in general? Howdoyou react to particular approaches this leader takes? Does your leader foster effective relationships with you and others? Does your leader encourage you to stretch, and does she or he empower you to further develop your skill set? What makes you want to do just the opposite of what a person in a leadership role says? How do you react when someone orders you to do something rather than suggest an approach that might work, or help you come up with the answer? Now ask yourself, “What is it I truly dislike about the trait and why?” Is it because of the attitude it conveys, the approach that the leader takes, or simply the content of the message? Figuring out the specific strengths and weaknesses of the leaders you know can help you in your own quest for real leadership. Keep in mind that if you model a certain behavior, others likely will follow your lead. Are your actions commensurate with your goals and ideals? You Can DoIt, Too Consider one of the 20th century’s greatest leaders, President Franklin Delano Roosevelt, who led our country through one of its most difficult times despite his own personal ill health. FDR was a true servant leader who put the well-being of the country and its people—his “company” and its “employees”—well ahead of his own. Roosevelt was elected president at the height of the Great Depression, and was able to inspire and guide the country through most of World War II. Roosevelt personally was wealthy, yet he was a master motivator of the masses who could inspire others by placing their well-being above his own, providing clear direction and goals, giving his team—the administration as well as the American people—the tools they needed to accomplish those goals, and then offering encouragement and moral support all along the way. To develop your own servant leadership potential, practice the art of sacrifice for others rather than thinking of having subordinates or followers. Champion your team, troops, or staff by always helping and promoting them. Set the most enviable example and let your actions demonstrate what serving others truly means. Take FDR’s lead: put the greater good of the organization above your own, set clear direction and goals for your organization and its people, never ask more of others than you do of yourself, and provide encouragement and praise along the way.
2. DISCOVERING THE LEADER IN YOU
Howto Realize Your Leadership Potential
SARAN.KING
DAVIDG.ALTMAN
ROBERTJ.LEE
‘‘Most leadership books give you answers, but too few ask pointed questions so that you can reflect on and come up with your own answers. Discovering the Leader in You does exactly that—and hence it is an important book. Read it.’’ —Prasad Kaipa, Ph.D., CEO coach and advisor, Kaipa Group
Here is some chapter from the book:
A leadership vision is not the same as your personal vision. Rather, it is a component of your personal vision; it can help you accomplish the larger vision for your life, which also encompasses other life roles, family desires, where you want to retire, and so on. Similarly, a leadership vision isn’t a specific organizational vision or the future state desired by leaders of a particular organization. Your leadership vision is that which you personally want to accomplish with your leadership. For example, if, like Michael J. Fox, finding a cure for Parkinson’s disease were your leadership vision, then you could f ind many ways to demonstrate your leadership, such as starting a foundation to raise money to support research, going to medical school to learn more about the disease and then treating it, or publishing a newsletter to raise public awareness about the disease. Conveying a compelling leadership vision is foundational to being an effective leader. CCL research with senior leaders reveals that leaders who are able to articulate a clear and compelling vision for their organization are rated by bosses and peers as more effective leaders. Asachild, youmayhave‘‘known’’thatyouwouldsomedaybecome an astronaut, a professional athlete, a teacher, or a doctor. As you grew and advanced through school, you might have expressed what you ‘‘knew’’ about yourself by seeking out other young people who shared your interests. Later you began to see yourself in adult roles, such as a family and community memberandasacontributortotheorganization where you work. Through these stages, you may have woven a vision for leadership into your life. You might not have spelled out that vision in a personal creed or blogged to the world, but it was there.
