Leadership Styles

129 Pages·2006·0.88 MB·English

by  Tony Kippenberger

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Leadership
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(cid:2)Fast track route to mastering effective leadership styles
(cid:2)Covers the key areas of leadership styles, from developing a style
to suit the situation and organizational type to cross-cultural
issues and the new interest in ‘servant leadership’
(cid:2)Examples and lessons from some of the world’s most successful
leaders, including David Simon and John Browne, Konosuke
Matsushita and Herb Kelleher, and ideas from the smartest
LE thinkers, including Manfred Kets de Vries, Ed Schein, Gareth 0 LE
A 8 A
DIN Jones and Bob Goffee, Ken Blanchard and John Adair .04 DIN
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(cid:2)Includes a glossary of key concepts and a comprehensive
resources guide
6 / Dreaming Insights
Leadership
Styles
Tony Kippenberger
(cid:2)Fast track route to mastering effective leadership styles
(cid:2)Covers the key areas of leadership styles, from developing a
style to suit the situation and organizational type to cross-
cultural issues and the new interest in ‘servant leadership’
(cid:2)Examples and lessons from some of the world’s most
successful leaders, including David Simon and John Browne,
Konosuke Matsushita and Herb Kelleher, and ideas from the
smartest thinkers, including Manfred Kets de Vries, Ed
Schein, Gareth Jones and Bob Goffee, Ken Blanchard and
L
John Adair 0 E
8 A
(cid:2)Includes a glossary of key concepts and a comprehensive .04 DIN
G
resources guide
CopyrightCapstonePublishing2002
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Firstpublished2002by
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CIPcataloguerecordsforthisbookareavailablefromtheBritishLibrary
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ISBN1-84112-358-7
ThistitleisalsoavailableinprintasISBN1-84112-357-9
SubstantialdiscountsonbulkquantitiesofExpressExecbooksareavailable
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6 / Dreaming Insights
6 / Dreaming Insights
Introduction to
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Contents
IntroductiontoExpressExec v
08.04.01 IntroductiontoLeadershipStyles 1
08.04.02 WhatareLeadershipStyles? 5
08.04.03 TheEvolutionofLeadershipStyles 13
08.04.04 TheE-Dimension 25
08.04.05 TheGlobalDimension 35
08.04.06 TheStateofthe‘‘LeadershipArt’’ 47
08.04.07 InPractice–SuccessfulLeadershipStyles 63
08.04.08 KeyConceptsandThinkers 85
08.04.09 Resources 97
08.04.10 TenStepstoMakingYourLeadershipStyle
Work 107
FrequentlyAskedQuestions(FAQs) 117
Acknowledgments 121
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Introduction to
Leadership Styles
Why is the style of leadership used today so important? Why does it
need to be different from the way it’s always been done? Chapter 1
explains:
» howtheshiftfrommanualtoknowledgeworkhaschangedwhatis
nowrequiredofaleader;and
» whytheexpectationsandaspirationsofemployeescallforadifferent
leadershipstyle.
2 LEADERSHIPSTYLES
‘‘Becomingaleaderisnoteasy,justasbecomingadoctororapoet
isn’teasy,andanyonewhoclaimsotherwiseisfoolinghimself.’’
WarrenBennis,authorandleadershipexpert
Itisdifficult,atthebeginningofthetwenty-firstcentury,tograspthe
scale of change that has occurredin the workplaceover the last 100
yearsorso.Buttounderstandthevitalemphasisthatisnowplacedon
leadership,andinparticularthestyleofthatleadership,itisvaluable
toputthesechangesincontext.
When the industrial revolution began at the end of the eighteenth
century,it triggereda centuryofinvention.Intheprocess,itcreated
afundamentalshiftinthenatureofproduction,frombeingcraft-based
tobeingtechnology-based.Butthechangesthisbroughtaboutinthe
nature of work were deeply traumatizing and created a huge sense
of alienation among a new type of production worker. People were
forced,intheirsearchforwork,tomovefromthecountrysidetothe
grim,unsanitaryconditionsofthenewindustrialtownsandcities.Itwas
thisalienationthatpromptedMarxtopredictthatthecapitalistsystem
wouldcollapse.Butitdidn’t.PeterDrucker,thedoyenofmanagement
scholars, who has been thinking and writing on the subject for 60
years,arguesthatthecreditforthisshouldgotooneman–Frederick
WinslowTaylor–andhistheoryofscientificmanagement.‘‘Fewfigures
inintellectualhistoryhavehadgreaterimpactthanTaylor.Andfewhave
beensowilfullymisunderstoodandsoassiduouslymisquoted.’’1
Taylorfirstbeganhisstudyin1881,twoyearsbeforeMarx’sdeath.
What prompted him was his own alarm at the growing and mutual
hatred between capitalists and workers. What he wanted to do was
to increase workers’ productivity so that they could earn a decent
living–aconceptdismissedbyhiscontemporaries,whobelievedthat
theonlywayaworkercouldproducemorewasbyworkinglongeror
harder,orboth.
THE PRODUCTIVITY REVOLUTION
Although machinery had vastly increased industrial output, manual
workers themselves were no more productive in making or moving
things in the late nineteenth century than they had been in Greek
and Roman times. By studying time and motion and breaking down