Four-Cornered Leadership - John Roland Schultz

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Résumé :
W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the system of profound knowledge. Four-Cornered Leadership: A Framework for Making Decisions examines the system of profound knowledge and identifies the competencies that set the stage for its successful application. Illustrating the relationship between leaders and followers, it analyzes each of the four pillars that support Deming's system, in relation to prevailing management and organizational theory. It describes a set of competencies based on these core principles that convey very different assumptions about people and organizations. The book supplies you with a new way to view leadership that is based on learning and continual modification in response to prevailing conditions. Highlighting the connection between the four elements and an individual's ability to lead, it presents methods that are applicable in any organizational setting-including government, industry, and education. Presenting information in bite-sized chunks supported by charts and graphs, the book provides you with a clear understanding of: * The importance of system interdependencies * Why people behave as they do * How people learn, develop, and improve * The variability of work * How to manage interaction dynamics The book examines the complexity of human nature and relates it to group and organizational dynamics. Filled with examples, case studies, and tables, this is the ideal guide for leaders trying to adopt the principles of quality management and continuous improvement. It is also a suitable reference for newly appointed leaders, managers, and supervisors who have excellent technical skills but have not been exposed to the emotional aspects that typify a capable leader.

Biographie:
John Roland Schultz is an independent management consultant and retired college professor. For 20 years, he taught management and supervisory development courses and was a program director overseeing an advanced technical certificate in quality management. Prior to teaching, his work experience included 25 years as a consultant, technical services manager, and new product development engineer. He has performed doctoral study in adult education, has a master of science degree in management, and has undergraduate degrees with a focus on industrial management and organizational behavior.

Sommaire:
Leadership Defined Leadership and Profound Knowledge Leadership Competencies Leadership, Power, and Followers Leadership and Management Leadership Approaches Leadership Implications Understand the Importance of System Interdependencies Introduction The Organization as an Open System Processes are the Culprit not the People Coordinating and Controlling Processes Coordination Control The Leaders Role Understand Why People Behave as They Do Introduction Complexity of Human Nature Group and Organizational Dynamics Organization Setting and Structure Task Complexity and Character Interpersonal Skills and Attributes Group Norms and Cohesiveness Group Development Group Interaction Patterns Group Communication Group Decision Making Group Task Accomplishment Group Support Conflict, Competition, and Cooperation Lessons Learned Understand How People Learn, Develop, and Improve Introduction Learning is about Theory Organizational Learning Learners Are Not All Alike Growth Comes From Lessons Learned Reinforcing and Sustaining Learning Understand the Variability of Work Introduction Data Provide the Basis for Decision-Making System Ups and Downs are a Matter of Routine Visualizing Process Variability Process Behavior Chart Interpreting Process Behavior Tampering Can Be Costly So What? Give Meaning, Purpose, and Direction to the Job at Hand Introduction Purpose and Why It Is Important Creating the Purpose The Process and How to Make it Happen Listen Synthesize Create Communicating the Purpose Anchoring the Purpose through Constancy of Action Interpreting the Organization's Purpose through Planning Appreciating that the Job At Hand Has Just Begun Manage the Dynamics, Interdependencies, and Interaction Introduction Plan for the Future Create Less Structure and Share Tasks Delegate and Coordinate Problem Solve and Make Decisions Monitor Results Drive Out Fear Build Trust Final Thoughts Appendix Assess Your Ability as a Profound Leader Affinity Technique Force Field Analysis References References Index