Leadership Isn't For Cowards: How to Drive Performance by by Mike Staver PDF


By Mike Staver

A no-nonsense advisor to compelling functionality whereas nonetheless preserving an excellent spot to work
Leadership Isn't For Cowards bargains straight forward steps to top courageously and functional advice for using functionality. brave management capability toughening your strategy by way of being rigorous within the program of your values during the corporation tradition. It skill confronting and tough humans, and never permitting them to escape with being below you recognize they are often. the trail to brave management has six elements: settle for Your present situations, Take accountability, Take motion, recognize growth, decide to Lifelong studying, and Kindle Relationships. those viable steps include:* establish the realm on your enterprise or existence the place a spot exists among your present fact and your required reality
* Align your self with an individual or a gaggle of people that can decide to protecting you chargeable for remaining the gap
* Make a selected dedication to the outcome(s) you will have and assign dates to them

With brave management, you'll create a tradition and a frame of mind that encourages and calls for excellence! persist with those steps to carry out the simplest on your staff and lead your organization to major good fortune.

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Additional resources for Leadership Isn't For Cowards: How to Drive Performance by Challenging People and Confronting Problems

Sample text

The concentration here is on applied use, not theoretical niceties. It is about tactical xxx INTRODUCTION: THE HISTORY AND THEORY OF POWER power use and only incidentally about power strategies. Strategy, of course, refers to the planning and directing of overall operations, tactics to the more specific and direct application. Both aspects of power use involve alteration of the situational or resource elements of the decision issue. Strategies deal with the main forces and factors found in the overall situation.

Nevertheless, the theory of power use is available to the careful observer. The principle threads in the evolution of power as a tool of social intercourse are continually evolving toward a specific technology of power-in-use. Power technology is beginning to be codified into discrete sets of power behavior. These behavior sets are coalescing into definable tactics we can use to secure our desires. Power tactics can assist both leaders and members of our social institutions to attain their goals. Conventional techniques of leadership such as, for example, participative management, decision making, or change or conflict management are no longer enough to fully explain organizational action (Yukl & Becker, 2006).

The problem of ensuring compliance through voluntary consent to our orders or wishes is universal in social units (Etzioni, 1961). We attain this objective through power use. Coercion At times we acquiesce to another person’s wishes under threat of forcible (physical or psychological) sanction. This is coercion. Coercion implies required compliance, the ability to force another to behave in desired ways. It is, therefore, important in power use. In its extreme form coercion is naked force or violence.

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