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Zusammenfassung von What You Don't Know about Leadership, But Probably Should

Name: What You Don't Know about Leadership, But Probably Should
Rating: 4.2 (253 reviews)
Author: Jeffrey A. Kottler

Jeffrey A. Kottler

Applications to Daily Life

4.2 (253 Bewertungen)

14 Min.

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What You Don't Know about Leadership, But Probably Should
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What’s in it for me? Learn the traits that have distinguished the great leaders throughout time.

Do you dislike your job? Do you dread your morning alarm, that shrill herald of the day’s drudgery? If so, you’re not alone. In fact, you’re in the majority: an astonishing 80 percent of American workers report being disengaged or dissatisfied with their job. What’s the reason behind this depressing statistic?

One of the biggest factors is bad leaders. No one wants to face day after day of being led by someone who neither listens, extends trust nor thinks there’s more than one way to do things.

There has to be a better way to lead, right?

Well, there is. Leaders can not only help employees manage the nine-to-five; they can inspire them to solve problems and reach new levels of success and work satisfaction.

In these blinks, you’ll discover

the three most important characteristics of a great leader;
why phones kill effective meetings; and
what Horatio Nelson and Sir Francis Drake can teach us about leadership.

Good leaders understand their own ignorance and respect their subordinates’ expertise.

If you’ve been working long enough, it’s only a matter of time before you end up with a bad boss. But have you ever asked yourself what it is that makes some people so bad at leading effectively?

One trait common to bad bosses is that they believe they know everything. Great leaders, in contrast, know that, especially in today’s chaotic, fast-changing environment, it’s impossible to know it all.

Michael Skelly is an experienced leader, responsible for launching several successful companies focused on renewable energy. While earning his MBA at an Ivy League school, Skelly realized that, though his classmates were bright, they were often too scared to ask questions, since asking would reveal a lack of knowledge.

At the same time, Skelly found that these classmates all respected his willingness to speak up and admit his ignorance. Skelly now incorporates this refreshing honesty into all his business dealings, and when asked about his greatest strength as a leader, he points to his ability to ask questions and admit when he doesn’t understand something.

Skelly’s example also shows that being a humble leader is important, especially today, when more organizations are moving toward democratic and decentralized leadership structures.

Universities and hospitals, as well as pharmaceutical and technology companies, are all favoring participatory leadership, which brings employees from every level into the decision-making process. Rather than adhering to the traditional model of having everyone obey orders passed down from on high, these organizations are implementing more democratic and collaborative structures.

Appropriately enough, the author has found that it’s within these democratically-run organizations that know-it-all leaders are most resented.

Doctors, professors, software engineers and scientists lodge the most complaints about bosses who stick their noses in their work. So a good leader isn’t one who barks orders or thinks they have all the right answers. A good boss knows when to stand back and trust that their staff has what it takes to make decisions and do the job they’ve been hired to do.

Good leaders understand the power of meaningful communication, so ban mobile phones from the meeting room.

Have you ever been in a meeting and suddenly realized that most people aren’t really listening? Sure, no one is whispering to his neighbor or passing notes, but each pair of eyes is directed toward a laptop, a tablet or phones.

All good leaders know that good teamwork requires clear communication between team members. And many recent studies have shown that mobile phones can prevent your team from achieving the quality communication it needs to succeed.

Great leaders share three attributes, but poor leaders tend to have one thing in common.

It may go without saying these days, but when looking back at US presidents, we see a remarkable range of different personalities.

For instance, Lyndon B. Johnson was an outgoing and playful type; he and his secret-service agents would sometimes play hide-and-seek. Whereas Calvin Coolidge was so introverted that guests to the White House used to make wagers about who could prompt him to say something during dinner.

Terrible leadership at work has terrible implications at home.

Does this sound familiar? Your boss chews you out in front of your peers, causing you to feel publicly humiliated, even though you were just following orders! You then return home, fuming with anger. And as you walk through the door, you see the kitchen’s a mess – and this pushes you over the edge: you get upset with your partner or children, causing confusion and injury all around.

There is plenty of research that shows how bad treatment from a leader makes employees more likely to take out their frustrations on other people, particularly those at home. The employee might even take it out on a pet, which is why this chain of events is known as kick the dog behavior.

The best leaders promote trust and make sure staff feel cared for and valued.

If you have any familiarity with Britain’s most distinguished military leaders of yore, then you’ve probably heard of Admiral Horatio Nelson, the naval hero who died at the Battle of Trafalgar. Nelson is particularly famous for breaking all the traditional rules of warfare and still inspiring utter loyalty from his crew.

It’s not easy to be an unconventional leader and still command the loyalty and trust of your staff. So how did Nelson do it? Quite simply, Admiral Nelson inspired his crew by forging powerful bonds and demonstrating that there was nothing he wouldn’t do to keep his men safe and victorious.

Effective, stress-free leaders stay calm and confident under pressure and don’t worry about what they can’t control.

Over a relatively short period of time, we’ve experienced profound changes in our everyday technology. Today’s smartphones are just as powerful as room-sized computers were a few decades ago.

And these technological breakthroughs have come with tremendous advantages, but they’ve also brought significant stress to leaders who are now expected to react to situations with a speed that previous generations would have found absurd.

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Worum geht es in What You Don't Know about Leadership, But Probably Should?

What You Don’t Know about Leadership, But Probably Should (2018) takes the latest research and psychological theories from the field of leadership science and explains how individuals can apply them to their daily work life. Using examples from famous leaders of all kinds, the author gives tips on how any leader can more effectively manage a team during times of conflict and stress.

Bestes Zitat aus What You Don't Know about Leadership, But Probably Should

The average adult now checks his or her phone on average every six minutes.

—Jeffrey A. Kottler

Wer What You Don't Know about Leadership, But Probably Should lesen sollte

People interested in workplace psychology
Anyone wishing to improve their leadership skills
Students of business management

Über den Autor

Jeffrey A. Kottler is a professor of clinical psychiatry at both Baylor College of Medicine, and California State University. He is also the founder of the Empower Nepali Girls organization, which provides mentoring for at-risk children. Amazingly, he has written around 90 books dealing with self-improvement.

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