7 Paths to Managerial Leadership
7 Paths to Managerial Leadership
Doing Well by Doing It Right
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ISBN: 9789387925212
Bind: Paperback
Year: 2019
Pages: 136
Size: 5.5 x 8.5 Inch
Publisher: ATD Press
Published in India by: Viva Books
Exclusive Distributors: Viva Books
Sales Territory: India, Nepal, Pakistan, Bangladesh, Sri Lanka
Put timeless management practices to work.
The most important relationship is between a manager and a direct report. Studies confirm that the majority of people leave their jobs because they dislike their manager and the way they are supervised. After all, managers directly influence staff engagement and retention, along with the many performance factors in between. So what is a manager to do?
7 Paths to Managerial Leadership presents seven simple paths to an effective relationship between managers and staff. Each path offers management wisdom that focuses on action, not position, and inspires others to do their best work. Expressly written for middle managers, this step-by-step guide covers principles evaluated and fine-tuned over the course of several decades.
Seasoned manager and management consultant Fred Mackenzie offers readers pithy self-assessments, a manager's checklist, and action plans for developing each path, regardless of which you choose to employ in your work. Use this guide to identify your leadership style, along with its benefits and shortcomings, and learn how to build on your strengths to inspire those you lead to have confidence in themselves.
Be sure to read this one with a pencil in hand!
Target Audience:
This book is written for Management Students and Leaders.
Contents:
Introduction
Chapter 1. Managers and Their Direct Reports: A Dynamic Relationship • Middle Management Styles • Developing Effective Relationships • Checklist for an Effective Middle Manager–Direct Report Relationship
Chapter 2. Why 7 Paths? • Organizational Structure • Human Forces Filter
Chapter 3. Path 1: Managerial Planning and Task Assignment • Managerial Planning • Manager's Checklist • Action Plan • Task Assignment • Action Plan • What Is Situational Courage? • Action Plan
Chapter 4. Path 2: Managerial Meetings • Content and Process of Meetings • Managerial Meetings Checklist • Action Plan
Chapter 5. Path 3: Context Setting • Paying Attention to the Bigger Picture • Context-Setting Checklist • Action Plan
Chapter 6. Path 4: Feedback • Giving Positive and Constructive Feedback • Feedback Reminders • Negative or Constructive? Understanding the Difference • Giving Feedback Checklist • Action Plan
Chapter 7. Path 5: Performance Appraisal • Informal and Formal Appraisals • Checklist for Performance Appraisal • Action Plan
Chapter 8. Path 6: Coaching Direct Reports • Coaching Growth Within the Role • A 5-Step Process for Managerial Coaching • Putting the 5 Steps Into Action • Checklist for Managerial Coaching • Action Plan
Chapter 9. Path 7: Continual Improvement • Improving Processes, Systems, and Procedures • Example of a Continual Improvement Meeting • CI Checklist • Action Plan
Afterword
Appendix A: Establishing Key Accountabilities
Appendix B: Employee Document Comparisons
Appendix C: Sample Closure Verbs
Appendix D: Assignment Examples
Appendix E: Making Strategy Work–The Linkage Process
Appendix F: Using the Practices Calendar
Glossary
References
About the Author
About the Author:
Fred Mackenzie has decades of experience as an executive with Mobil Oil; Training House, a major publisher of instructional programs and assessments; and MLI, a contract manufacturer for GE, Kodak, and IBM. His consulting experience is in three major areas: managerial leadership, succession planning, and strategic planning.
During his time with Mobil Oil, he served as a manager in organization development, management education, and training consulting systems, and as a senior consultant. He held various human resource management roles in Africa, the Middle East, and Europe and was CEO of International Management Consultants, a European-based consortium of management consultants operating in Europe, Africa, and the Middle East.
Fred has undergraduate degrees in psychology and geological engineering, master's degrees in personnel psychology and micropaleontology, and a PhD in psychology. He is listed in Who's Who in America and Who's Who in the World.
Fred has served on the faculty of Cornell University's advanced management program, Oxford University's Institute for Advanced Managerial Studies, and Henley Management College, UK.
