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Authentic Leadership (HBR Emotional Intelligence Series)

Authentic Leadership (HBR Emotional Intelligence Series)

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Authentic Leadership (HBR Emotional Intelligence Series)

valutazioni:
4.5/5 (4 valutazioni)
Lunghezza:
86 pagine
1 ora
Pubblicato:
Nov 14, 2017
ISBN:
9781633693920
Formato:
Libro

Descrizione

What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority?

This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake.

This volume includes the work of:

  • Bill George
  • Herminia Ibarra
  • Rob Goffee
  • Gareth Jones

This collection of articles includes: "Discovering Your Authentic Leadership" by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer; "The Authenticity Paradox" by Herminia Ibarra; "What Bosses Gain by Being Vulnerable" by Emma Seppala; "Practice Tough Empathy" by Rob Goffee and Gareth Jones; "Cracking the Code That Stalls People of Color" by Sylvia Ann Hewitt; "For a Corporate Apology to Work, the CEO Should Look Sad" by Sarah Green Carmichael; and "Are Leaders Getting Too Emotional?" an interview with Gautam Mukunda and Gianpiero Petriglieri by Adi Ignatius and Sarah Green Carmichael.

How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Pubblicato:
Nov 14, 2017
ISBN:
9781633693920
Formato:
Libro

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Authentic Leadership (HBR Emotional Intelligence Series) - Harvard Business Review

SERIES

1

Discovering Your Authentic Leadership

By Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer

During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately.

No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. Amgen CEO and president Kevin Sharer, who gained priceless experience working as Jack Welch’s assistant in the 1980s, saw the downside of GE’s cult of personality in those days. Everyone wanted to be like Jack, he explains. Leadership has many voices. You need to be who you are, not try to emulate somebody else.

Over the past five years, people have developed a deep distrust of leaders. It is increasingly evident that we need a new kind of business leader in the 21st century. In 2003, Bill George’s book, Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, challenged a new generation to lead authentically. Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term, meaningful relationships and have the self-discipline to get results. They know who they are.

Many readers of Authentic Leadership, including several CEOs, indicated that they had a tremendous desire to become authentic leaders and wanted to know how. As a result, our research team set out to answer the question, How can people become and remain authentic leaders? We interviewed 125 leaders to learn how they developed their leadership abilities. These interviews constitute the largest in-depth study of leadership development ever under taken. Our interviewees discussed openly and honestly how they realized their potential and candidly shared their life stories, personal struggles, failures, and triumphs.

The people we talked with ranged in age from 23 to 93, with no fewer than 15 per decade. They were chosen based on their reputations for authenticity and effectiveness as leaders, as well as our personal knowledge of them. We also solicited recommendations from other leaders and academics. The resulting group includes women and men from a diverse array of racial, religious, and socioeconomic backgrounds and nationalities. Half of them are CEOs, and the other half comprises a range of profit and nonprofit leaders, midcareer leaders, and young leaders just starting on their

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  • (4/5)
    Excellent book. Many of the explained characteristics about authentic leadership were awesome. Few of them might have been followed by the individuals without knowing what is it?