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The Versatile leader: make the most of your strengths without overdoing it

Author: Kaplan, Bob ; Kaiser, Rob Corporate author: Kaplan DeVries Inc. Series: Essential resources for training and HR professionals Publisher: Pfeiffer, 2006. ; Wiley, 2006.Language: EnglishDescription: 272 p. : Graphs/Ill. ; 24 cm.ISBN: 0787979449Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .K37 2006
(Browse shelf)
Available 001230493
Total holds: 0

Includes bibliographical references and index


The Versatile Leader Make The Most of Your Strengths Without Overdoing It Contents Acknowledgments Preface: Oversights and Insights Part I: A Perspective on Leadership Assessment xi xv 1 There is a disconnect between what is generally known about leadership and the way leaders are assessed in most organizations. The first part of the book identifies these oversights and recommends ways of correcting for them. The first part, largely descriptive, lays out the book's foundation. 1. Think Volume Control: Don't Overuse Your Strengths 2. "Mirror, Mirror . . .": Look for Excess Too 3. Know Your Own Strength 4. The Impact of Mind-Set: Learning the Inner Game of Leadership Part II: Two Major Oppositions in Leadership stand out as arguably the most important to a leader's effectiveness. They are: (1) forceful and enabling leadership, and (2) strategic and operational leadership. 3 23 39 59 73 Of all the oppositions, dichotomies, polarities or dualities in leadership, two 5. Forceful and Enabling Leadership: The Power of Both 75 6. Strategic and Operational Leadership: The Power of Both Part III: Prescriptions for Development The third part offers ways to correct overdoing it, underdoing it, and the combination of both, lopsidedness. All three chapters describe the outer/behavioral work of development and the inner/personal work of development.The book concludes with an elaboration of an ideal of versatility, which if not a destination that most leaders will reach can nevertheless serve as a direction for their development. 97 111 7. Throttling Back 8. Revving Up 9. Adjusting Both Sides 10. The Multi-Versatile Leader Appendix Notes Index About the Authors About the (patented) Leadership Versatility Index® Pfeiffer Publications Guide 113 137 157 173 189 231 265 271 273 275

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