Four-Cornered Leadership: A Framework for Making Decisions

ISBN-13: 9781466592896 / Angielski / Twarda / 2013 / 277 str.

John Roland Schultz

Opis

W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the system of profound knowledge.

Four-Cornered Leadership: A Framework for Making Decisions examines the system of profound knowledge and identifies the competencies that set the stage for its successful application. Illustrating the relationship between leaders and followers, it analyzes each of the four pillars that support Deming's system, in relation to prevailing management and organizational theory. It describes a set of competencies based on these core principles that convey very different assumptions about people and organizations.

The book supplies you with a new way to view leadership that is based on learning and continual modification in response to prevailing conditions. Highlighting the connection between the four elements and an individual's ability to lead, it presents methods that are applicable in any organizational setting--including government, industry, and education. Presenting information in bite-sized chunks supported by charts and graphs, the book provides you with a clear understanding of:

• The importance of system interdependencies
• Why people behave as they do
• How people learn, develop, and improve
• The variability of work
• How to manage interaction dynamics

The book examines the complexity of human nature and relates it to group and organizational dynamics. Filled with examples, case studies, and tables, this is the ideal guide for leaders trying to adopt the principles of quality management and continuous improvement. It is also a suitable reference for newly appointed leaders, managers, and supervisors who have excellent technical skills but have not been exposed to the emotional aspects that typify a capable leader.

Spis treści

Leadership Defined. Understand the Importance of System Interdependencies. Understand Why People Behave as They Do. Understand How People Learn, Develop, and Improve. Understand the Variability of Work. Give Meaning, Purpose, and Direction to the Job at Hand. Manage the Dynamics, Interdependencies, and Interaction. Appendix. References. Index.

O autorze

John Roland Schultz is an independent management consultant and retired college professor. For 20 years, he taught management and supervisory development courses and was a program director overseeing an advanced technical certificate in quality management. Prior to teaching, his work experience included 25 years as a consultant, technical services manager, and new product development engineer. He has performed doctoral study in adult education, has a master of science degree in management, and has undergraduate degrees with a focus on industrial management and organizational behavior.