184 pages | 11 B/W Illus.
Leadership is poorly understood because human systems are poorly understood. Like the "flat earth" theory of old, modern work culture is limited by a paradigm in which problems are understood as "clashes of personality,"' and blame is directed at the superficial level of individuals, groups, and structure.
Leadership Can Be Learned: Clarity, Connection, and Results charts the course to a new paradigm of leadership and systems and how to leverage the relationship between the two. Leadership can be learned because it is a combination of art and science. Ultimately, high- performance culture and high-performance leadership mirror each other, and leaders must use their own unique strengths to foster both.
Gilmore Crosby guides the reader by breaking the topic into four powerful sections. The first focuses on the transformational leadership model of Dr. Edwin Freidman, the second describes the systems theory from which that leadership model emerged, the third offers a unique exploration of emotional intelligence and critical interpersonal skills related to leadership, and the fourth and final section applies all the previous sections to attaining organizational results. This book:
With this book, readers will gain a new understanding of themselves and of human systems and learn how, in the words of Gandhi, to "be the change they wish to see in the world" so they and their colleagues can attain and sustain world-class results.
Acknowledgements. Introduction. SECTION ONE: Self-Differentiated Leadership. Chapter One: Leadership. Chapter Two: Vision Chapter Three: Vision is not Enough. SECTION TWO: Self-Differentiated Leadership and Systems - The Tension between Leading and Connecting. Chapter Four: Leadership and Systems Thinking. Chapter Five: Don’t Chase the Stray Cow Chapter Six: Systems Thinking. SECTION THREE: Emotional Intelligence and Behavioral Science - The Skills for Leading and Connecting. Chapter Seven: Unlocking Your Mind, Emotions, and Behavior. Chapter Eight: Emotional Intelligence Chapter Nine: Behavioral Science - The Interpersonal Gap. SECTION FOUR: Leading versus Managing. Chapter Ten: Stability is Good. Chapter Eleven: Goal Alignment. Chapter Twelve: Decision Making. Chapter Thirteen: Feedback, Reinforcement & Reprimand. Chapter Fourteen: Leading from Forming to High Performing. Chapter Fifteen: Self-Differentiated Leadership.Appendix A: Four Key Skills. Appendix B: Crosby Leadership Quiz. Bibliography.