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"SuperLeadership" was coined by authors Charles Manz and Henry Sims to describe a management style that focuses on "leading others to lead themselves". In their earlier book of that title, they established a philosophy that moves away from the typical hierarchical models (the traditional autocratic, heroic, or directive approach to leadership) to show how to utilize the richest resource a company can have: employees who are empowered and transformed from followers into "follower self-leaders", or superleaders.In The New SuperLeadership, the authors bring this philosophy into the real world with contemporary examples and profiles from the high-tech and knowledge-based business sectors. Special emphasis is given to how organizations and managers can undertake the transition to this new management style. The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling. Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization. Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "heroic" leadership. They show that a leader truly becomes successful by turning followers into extraordinary self-leaders-pillars of strength that will support the organization at every level. They detail a series of action-oriented steps through which the SuperLeader provides an opportunity for followers to express and develop their own leadership skills-and in the process become highly motivated, dynamic contributors. The New SuperLeadership critically reviews traditional leadership styles, vividly illustrating the drawbacks of each: the "Strong Man" whose reliance on fear-based compliance smothers initiative; the "Transactor" who promotes a narrow "what's in it for me?" mentality; and the "Visionary Hero" whose powerful personality inspires commitment but inadvertently discourages independent thinking. By bringing out the leader in every employee, SuperLeadership enables leaders to avoid these pitfalls and develop an enthusiastic, innovative and energized workforce. The New SuperLeadership is a radically new way of looking at leadership, offering a leadership paradigm ideally suited to the realities of the modern workplace. It reveals that the only way to succeed today is to tap into the innate leadership potential that lies within every employee. Table of Contents......Page 8 Acknowledgments......Page 10 Introduction: A Call for SuperLeadership......Page 12 PART I: THE GHOSTS OF LEADERSHIP: PAST, PRESENT, AND FUTURE......Page 20 1. Leadership in the 21st Century......Page 22 PROFILE: Dennis Bakke of AES Corporation......Page 41 2. The Strongman, Transactor, Visionary Hero, and SuperLeader......Page 48 PROFILE: Chainsaw Al—SuperLeader NOT!......Page 61 3. SuperLeadership 101: The Basics for Unleashing Self-Leadership......Page 66 PROFILE: Percy Barnevik of ABB......Page 82 PART II: SELF-LEADERSHIP STRATEGIES: LEADING THE ONE IN THE MIRROR......Page 86 4. Self-Leadership in Action......Page 88 PROFILE: Carly Fiorina of Hewlett-Packard......Page 98 5. Self-Leadership through Natural Rewards......Page 105 6. Self-Leadership of the Mind......Page 118 PROFILE: SuperLeadership in the Information Age—Leading By Creating Knowledge Self-Leaders......Page 130 PART III: SUPERLEADERSHIP—IT’S IN THE DETAILS......Page 136 7. Leading Others to Lead Themselves......Page 138 PROFILE: MacGregor—Insisting on Self-Leadership......Page 147 8. Leading Individuals to Become Self-Leaders......Page 156 PROFILE: Herb Kelleher of Southwest Airlines......Page 173 9. Leading Teams to Self-Leadership......Page 180 PROFILE: Joe Paterno and Phil Jackson—SuperLeadership in Sports......Page 196 10. Leading Organizational Cultures to Self-Leadership......Page 201 PROFILE: (More) Dennis Bakke of AES Corporation......Page 217 PART IV: SUPERLEADERSHIP IN THE 21ST CENTURY......Page 226 11. Leadership: A Hero or Hero-Maker?......Page 228 Notes......Page 244 C......Page 256 D......Page 257 G......Page 258 J......Page 259 M......Page 260 P......Page 261 S......Page 262 T......Page 264 X-Z......Page 265 About the Authors......Page 266 Table of Contents 8 Acknowledgments 10 Introduction: A Call for SuperLeadership 12 PART I: THE GHOSTS OF LEADERSHIP: PAST, PRESENT, AND FUTURE 20 1. Leadership in the 21st Century 22 PROFILE: Dennis Bakke of AES Corporation 41 2. The Strongman, Transactor, Visionary Hero, and SuperLeader 48 PROFILE: Chainsaw Al—SuperLeader NOT! 61 3. SuperLeadership 101: The Basics for Unleashing Self-Leadership 66 PROFILE: Percy Barnevik of ABB 82 PART II: SELF-LEADERSHIP STRATEGIES: LEADING THE ONE IN THE MIRROR 86 4. Self-Leadership in Action 88 PROFILE: Carly Fiorina of Hewlett-Packard 98 5. Self-Leadership through Natural Rewards 105 6. Self-Leadership of the Mind 118 PROFILE: SuperLeadership in the Information Age—Leading By Creating Knowledge Self-Leaders 130 PART III: SUPERLEADERSHIP—IT’S IN THE DETAILS 136 7. Leading Others to Lead Themselves 138 PROFILE: MacGregor—Insisting on Self-Leadership 147 8. Leading Individuals to Become Self-Leaders 156 PROFILE: Herb Kelleher of Southwest Airlines 173 9. Leading Teams to Self-Leadership 180 PROFILE: Joe Paterno and Phil Jackson—SuperLeadership in Sports 196 10. Leading Organizational Cultures to Self-Leadership 201 PROFILE: (More) Dennis Bakke of AES Corporation 217 PART IV: SUPERLEADERSHIP IN THE 21ST CENTURY 226 11. Leadership: A Hero or Hero-Maker? 228 Notes 244 Index 256 A 256 B 256 C 256 D 257 E 258 F 258 G 258 H 259 I 259 J 259 K 260 L 260 M 260 N 261 O 261 P 261 Q 262 R 262 S 262 T 264 U 265 V 265 W 265 X-Z 265 About the Authors 266 The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling.
Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization.
Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "SuperLeadership" describes a style of leadership that focuses on "leading others to lead themselves". While the prevailing leadership approaches focus on hierarchical leadership (the traditional autocratic model of leadership), transactional leadership (motivating people through rewards, such as incentive pay), and visionary leadership (motivating people through the leader's vision and inspirational rhetoric), SuperLeadership focuses on the development of follower self-leadership. "The New SuperLeadership" is based on the same concepts as the first book, but is thoroughly revised throughout. While the first book focused on presenting philosophical concepts, this new book emphasizes a pragmatic, how-to approach and provides practical guidance for implementing SuperLeadership. The new book also features contemporary examples and profiles, many from the high-tech and knowledge-based business sectors ""SuperLeadership"" was coined by authors Charles Manz and Henry Sims to describe a management style that focuses on ""leading others to lead themselves"". In their earlier book of that title, they established a philosophy that moves away from the typical hierarchical models (the traditional autocratic, heroic, or directive approach to leadership) to show how to utilize the richest resource a company can employees who are empowered and transformed from followers into ""follower self-leaders"", or superleaders. In The New SuperLeadership, the authors bring this philosophy into the real world with contemporary examples and profiles from the high-tech and knowledge-based business sectors. Special emphasis is given to how organizations and managers can undertake the transition to this new management style. Firms that restructure through downsizing are not more profitable than those that don't, and often end up hurting themselves in the long run. Responsible Restructuring draws on the results of an eighteen-year study of S & P 500 firms to prove that it makes good business sense to restructure responsibly-to avoid downsizing and instead regard employees as assets to be developed rather than costs to be cut. Wayne Cascio explodes thirteen common myths about downsizing, detailing its negative impact on profitability, productivity, quality, and on the morale, commitment, and even health of survivors. H "SuperLeadership" describes a management style that focuses on "leading others to lead themselves". In "The New SuperLeadership", they bring this philosophy into the real world with examples and profiles from the high-tech and knowledge-based business sectors Charles C. Manz And Henry P. Sims, Jr. Includes Bibliographical References (p. [233]-243) And Index.