By Mitchell G. Rothstein, Ronald J. Burke
"Self-Management and management improvement" deals a special viewpoint on how leaders and aspiring leaders can and will take own accountability for his or her personal improvement. This distinct booklet is differentiated from different books in this subject with its view at the instrumental function performed by means of participants in coping with their very own improvement, instead of counting on others, corresponding to their association, to steer them. professional students within the region of management emphasize the significance of self-awareness because the severe place to begin within the approach. particular suggestions are supplied on how contributors can deal with their very own self-assessment as a place to begin to their improvement. The individuals current insights and useful tips on how members can actively self-manage via a few general management demanding situations. company institution school instructing electives in management, and bosses who have interaction in management improvement for themselves or others, shouldn't be with out this crucial source. Consulting enterprises and coaching associations providing management improvement courses and members in MBA and govt improvement courses also will locate it beneficial.
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Extra info for Self-Management and Leadership Development (New Horizons in Management)
Example text
2001), ‘Assessing leadership: a view of the dark side’, International Journal of Evaluation and Assessment, 9, 40–51. E. J. L. Cooper (eds), Inspiring Leaders, London: Routledge, pp. 293–304. E. B. (2006), The Versatile Leader: Making the Most of your Strengths – Without Overdoing it, San Diego, CA: Pfeiffer. B. (2009), ‘Stop overdoing your strengths’, Harvard Business Review, February, 100–103. Kellerman, B. (2004), Bad Leadership, Boston, MA: Harvard Business School Press. K. W. (1980), Career Success/Personal Failure, Englewood Cliffs, NJ: Prentice-Hall.
Full-scale coaching engagement ($10 000 to $100 000 or more depending on the coach, length of engagement and level of the individual leader being coached – for example, CEO-level coaches are quite expensive). Of course these are not the only types of development experiences available to leaders (others might include job rotations, participation in special task forces or teams, international assignments, secondment programs with other organizations, and so on); however, they are generally the ones that an individual can self-initiate and that include some form of assessment component.
2005), ‘Kaleidoscope careers: an alternative explanation for the “opt-out” revolution’, Academy of Management Executive, 19, 106–23. A. E. (2006), The Opt-out Revolt: Why People are Leaving Companies to Create Kaleidoscope Careers, Mountain View, CA: Davies-Black Publishing. D. and Van Velsor, E. (2004), Handbook of Leadership Development, San Francisco, CA: Jossey-Bass. , and Axelrod, B. (2001), The War for Talent, Boston, MA: Harvard Business School Press. Mintzberg, H. (2004), Managers not MBAs: A Hard Look at the Soft Practice of Managing and Management Development, San Francisco, CA: Berrett-Koehler.