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:
- Delivers a clear how-to guide for leading organizations to higher performance
- Helps each reader understand, respect, and rise above their own authority issues
- Conveys a proven approach to life-long self-development so readers can continue to mature in a more objective, non-defensive, and intentional manner. In addition, it provides the skills and framework for applying this approach to effectively coaching and developing others
- Describes how leaders can be more effective in their interpersonal, group, and large-system interactions
- Teaches the approach through an engaging mix of historical examples, lessons learned through the author’s experience, quizzes, and metaphors.
- Provides a solid foundation for leadership development programs
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.
Table of Contents
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.
Gilmore Crosby is the president of Crosby & Associates. He has expertise in Leadership, Learning, and Organization Development. He has over three decades of experience, including management postions in five organizations. He has deep experience in facilitating performance improvement through initiatives such as coaching and team development (from upper management to the floor), process improvement, assessment methodologies (organizational, team, and individual), conflict resolution, and other OD and change management solutions. Responsible for design, development, and delivery of innovative learning solutions, ranging from individual coaching to accredited leadership development programs.