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eBook The Versatile Leader: Make the Most of Your Strengths Without Overdoing It (J-B US non-Franchise Leadership) download

by Bob Kaplan,Rob Kaiser

eBook The Versatile Leader: Make the Most of Your Strengths Without Overdoing It (J-B US non-Franchise Leadership) download ISBN: 0787979449
Author: Bob Kaplan,Rob Kaiser
Publisher: Pfeiffer; 1 edition (April 14, 2006)
Language: English
Pages: 272
ePub: 1968 kb
Fb2: 1396 kb
Rating: 4.2
Other formats: lrf azw mbr lrf
Category: Work and Money
Subcategory: Management and Leadership

Robert Kaplan’s book, The Versatile Leader offers a valuable mapping of the terrain of outstanding leadership, and a. .

Robert Kaplan’s book, The Versatile Leader offers a valuable mapping of the terrain of outstanding leadership, and a useful road map for how to get there. Daniel Goleman, author, Emotional Intelligence. Series: J-B US non-Franchise Leadership (Book 165). With Rob Kaiser, Bob Kaplan has written a book in which he explores a business topic that does not receive as much attention as it deserves: the need for a reliable tool by which to measure strengths overused.

The Versatile Leader book. In this groundbreaking new book, Bob Kaplan and Rob Kaiser introduce an innovative approach to identifying and correcting lopsidedness in leaders. In this groundbreaking new book, Bob Kaplan and Rob Kaiser introduce. You will discover how to make optimal use of your strengths and avoid getting trapped in a one-dimensional mindset that results in ?too much of a good thing.

Robert B. Kaiser, Bob Kaplan. You will discover how to make optimal use of your strengths and avoid getting trapped in a one-dimensional mindset that results in "too much of a good thing. The book is equally useful for self-improvement and for coaching other managers

Rob Kaiser 2 (Versatile leadership: A dynamic balance of managerial skills). Does the Strengths-based Approach to Leadership Development Work?

Rob Kaiser 2 (Versatile leadership: A dynamic balance of managerial skills). Prague, Czech Republic: Management Press. 24. Creelman, . & Kaiser, R. B. (2009). The Versatile Leader: Make the Most of Your Strengths-Without Overdoing It. San Francisco: Pfeiffer. 49. Hogan, . & Kaiser, . What we know about leadership. Does the Strengths-based Approach to Leadership Development Work? Two Points of View. Invited Session presented at the Annual Conference of the St. Louis Organization Development Network, St. Louis, MO.

More product info From Bob Kaplan. Next Generation of Leadership Coaching The Best New Leadership Book in Years. bob kaplan and rob kaiser. See Price & Product Info. This report was last updated 8/30/2017. Next Generation of Leadership Coaching. The Best New Leadership Book in Years.

J-B US Non-Franchise Leadership: The Versatile Leader : Make the Most of Your Strengths Without Overdoing It 165 by Rob Kaiser and Bob Kaplan (2006, Hardcover). Б/у: 262,55 RUB. 2006. Human Development by Grace J Craig (1998, Hardcover).

THE VERSATILE LEADER by Bob Kaplan, with Rob Kaiser. Kaplan and Kaiser propose a new approach to leadership development, one that helps leaders avoid becoming lopsided – using too much of one attribute and in the process crowding out an essential complementary skill. The Versatile Leader shows leaders how to achieve the right blend of complementary skills and attributes at the right time to be consistently successful. The Next Generation of Leadership Development. Kaplan and Kaiser point out a curious omission in leadership assessment.

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I never thought much of the courage of a lion-tamer. Inside the cage he is at least safe from people. George Bernard Shaw.

Any leader who relies too heavily on his or her strengths will turn those strengths into weaknesses, assert leadership development experts Bob Kaplan and Rob Kaiser in their new book, The Versatile Leader: Make the Most of Your Strengths Without Overdoing It (Pfeiffer/Wiley; 2006). I never thought much of the courage of a lion-tamer.

In this groundbreaking new book, Bob Kaplan and Rob Kaiser introduce an innovative approach to identifying and correcting lopsidedness in leaders. You will discover how to make optimal use of your strengths and avoid getting trapped in a one-dimensional mindset that results in ?too much of a good thing.? Based on twenty years of research and extensive work with senior leaders, The Versatile Leader is packed with illustrative cases and practical applications. The book is equally useful for self-improvement and for coaching other managers.
Comments: (7)
Jieylau
I'm proud that I added this book to my leadership library, which has numbered over two hundred titles during the past twenty years. I bought it on a gut hunch that it would be enlightening as to some specific lessons on how a leader might be more effective in his/her behaviors. I bought it in spite of another review that was less than encouraging about its value. (I just upped my rating from four to five stars, and it is without exaggeration.)
I read the section on research first and enjoyed this. These authors have solid credentials as former Center for Creative Leadership researchers and organizational practitioners in the field. First, they identify the "virtues and vices" of a leader's focus--operational vs. strategic-- and their leadership style-- enabling vs. forceful. Second, they share the consequences of overdoing or underdoing selected behaviors. Third, they devote a chapter to helping "overdo" leaders implement strategies for throttling back on these behaviors, and they have a complementary chapter dedicated to helping "underdo" leaders rev up the behaviors that would render them more effective.
To effect positive behavior change, the authors offer solid suggestions that focus on the outer/behavioral work to be done to improve and the inner/mental/emotional work to be done. For almost ever suggestion given, the authors cite an executive with whom they worked who faced a critical change challenge and succeeded by using the prescribed suggestion.
I particularly enjoyed the authors' many sports analogies: baseball (Kofax); tennis (backhand/forehand), golf (using only one club in the bag and "Choose a Swing Thought", etc.
The book seems to be written from an authentic purpose of helping others improve their leadership effectiveness, the soft side of work. The Versatile Leader gets your attention and holds it.
The book may be of greater interest to the seasoned manager in terms of the immediate application of the strategies, the openness to the approach, etc. The novice manager might find the book intriguing at first, then six-to-ten-years later revisit it to discover all the gold that's inside and the new behaviors they can add to their leadership repertoire.
Yozshujind
Solid ideas presented in a straight forward manner. Bob Kaplan and Rob Kaiser are first class psychologists who have made a major contribution to the profession.

This treatment of what is important to organizations and to individual leaders is simple, easy to read and immediately applicable to any leader who wants to improve his/her performance.

If a consultant and/or executive coach...buy this one! Worth your time and will substantially make you better in your chosen profession.

Charlie Bishop
Kearanny
This was an outstanding read and well structure publication. It made understanding the concept of Versatile Leadership clear. The book provided charts and graphs that will be great tools for future use and a lifetime reference in the field of management and leadership.
Shliffiana
With Rob Kaiser, Bob Kaplan has written a book in which he explores a business topic that does not receive as much attention as it deserves: the need for a reliable tool by which to measure strengths overused. As one adage suggests, "If all you've got in your tool kit is a hammer, every problem looks like a nail." However, that's only part of what proves to be an especially complicated problem. All organizations are involved in some form of leadership development each day, ranging from formal seminars and workshops to on-the-job training of direct reports. Countless strengths become weaknesses when taken to excess: specialization can become narrow-mindedness, confidence can become arrogance, reflection can become indecisiveness, etc. Kaplan notes that gifted leaders with whom he has been associated and of whom he had made (and shared the results of) an assessment were often the last ones to know about their gifts. "For years I had taken it for granted that, if they didn't already know they were strong in a given area, they simply welcomed the good news like a refreshing drink on a hot day." Not so. Therefore, "much of the work of development is getting the strengths to sink in. Half of leadership is on the strengths side."

Note: In this instance, I agree with Tom Rath and Marcus Buckingham that time and effort devoted to human development should focus almost entirely on an individual's strengths.

Kaplan's capstone concept in this book is versatility. That is, the ability to structure and balance aptitudes in complementary pairs. This is precisely what Howard Gardner recommends in Five Minds for the Future as does Roger Martin in The Opposable Mind. Kaplan includes in his concept the importance of proportionality. That is, use in the workplace of what is characterized as "excessive force" in law enforcement can be as much of a problem as, for example, tolerance of inappropriate behavior. Kaplan asserts (and I agree) that excesses as well as insufficiencies should be considered when assessing a leader's performance, and, that development of a leader's "versatility" should focus on improving balance and use of "pair-wise capabilities." The excesses of some leaders (whom Jean Lipman-Blumen describes as "toxic") and the damage they cause are immeasurable. Such leaders are probably beyond redemption.

The book is presented in ten chapters, organized within three Parts: In the first, Kaplan examines what he characterizes as a "disconnect between what is generally known about leadership and the way they are being assessed in most organization." He offers suggestions to correct various oversights. In Part II, he shifts his attention to two of the oppositions/dichotomies/polarities/dualities/etc. that are (arguably) the most important to a leader's effectiveness: forceful and enabling leadership, and, strategic and operational leadership. Then in Part III, Kaplan suggests ways to correct overdoing it, underdoing it, and a combination of both, lopsidedness. In Chapters 7-9, he describes the "outer/behavioral" work of development and the "inner/personal" work of development. In the last chapter, Kaplan reiterates all of his key points when offering a profile of "the multi-versatile leader" and suggests how to "boost" an individual's "pair-wise capabilities," notably the dualities of strategic-and-operational leadership and forceful-and-enabling leadership.

Kaiser wrote the Appendix in which he reviews the research and development of the Leadership Versatility Index (LVI), "the 360-degree measure of versatility that is integral to this book." I especially appreciate his skillful use of two reader-friendly devices, a series of 13 "Tables" and four "Figures" that conveniently organize a wealth of key points, notably Tables 2 and 3 (i.e. conceptualizations of the "how" and "what" of leadership) and Figure A.2 (i.e. "Structural Model of Forceful and Enabling leadership"). In the Appendix, Kaiser offers comments that I think should be noted: "Self-ratings of versatility [such as the LVI enables] are not related to coworker ratings of overall effectiveness. In other words, the extent to which managers view their own leadership as versatile has almost nothing to do with how their colleagues see their overall effectiveness. This emphasizes the importance of feedback: lopsided leaders don't see the link to ineffectiveness that is so apparent to those around them."

Of course, none of the material in this book can do more than provide "scaffolding" for a leadership development program that each reader must build in collaboration with her or his own associates. The blueprint and construction materials are for them to select but Bob Kaplan and Rob Kaiser can provide valuable assistance when completing that process.

Those who share my high regard for this book are urged to check out Gardner's aforementioned Five Minds for the Future, Martin's The Opposable Mind: How Successful Leaders Win Through Integrative Thinking, and Lipman-Blumen's The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians--and How We Can Survive as well as Rath's StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths. Buckingham's Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.