Download A Manager's Guide to Leadership by Mike Pedler PDF

By Mike Pedler

This e-book bargains an invaluable and obtainable advisor to management. It encourages the reader to be pro-active and study from adventure to strengthen themselves, their colleagues and their supplier. half 1 introduces the '3 C's' version of management, whereas half 2 develops practices that permit any management problem to be triumph over and half three makes a speciality of constructing management and the way most sensible to augment the management of people and businesses.

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Extra resources for A Manager's Guide to Leadership

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Becoming more innovative means building on what exists now, with all the informal webs of people and relationships that are involved. So, the first step Pedler01v3_01 20/04/10 14:40 Page 33 The challenges of leadership 33 on the road is to find out what exists already and “scan the culture”: What is it like here? How do you get things done? Who shares knowledge and learns from who? Ground rules While you are getting a good picture of your existing culture, you can still get started on doing it.

This aims to combine a flattish hierarchy with free-ranging capacity for peer networking. The ideal is a cluster or system of interacting units rather than a single, bounded entity. Yet, however “loosely coupled”, the managed network retains a core which sets strategic direction and manages performance against targets and contracts. Pedler01v3_01 20/04/10 14:40 Page 24 24 The Challenges, Context and Characteristics of Leadership The dilemmas in this type of structure are what to let go and what to hold tight on to; how to devolve, sub-contract and maximise local freedom while retaining collective direction and control.

Learning organisations make conscious efforts to retain this energy: A learning company is an organisation that facilitates the learning of all its members and consciously transforms itself and its context. (Pedler, Burgoyne and Boydell, 1997, p. 3) Today there are huge pressures on leadership to deliver demanding performance goals, to deal with high levels of environmental change and to innovate – all at the same time. The Holy Grail is the performance culture that is also a learning culture, where people are encouraged to pursue results energetically and also to learn from their experience by continuous open and critical review.

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