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The purpose of this book is to not only persuade leaders that
action research is leadership, but that leadership can be more
deliberate in promoting human dignity when leaders engage in a
reflective process of continuous improvement. An action research
frame of mind is the impetus for efforts toward continuous
improvement -- dissatisfaction with what is the beginning of
improvement! The caveat is that leadership is not a position,
leadership is action. Those who want to make their work better,
their service better, their clients, customers, stakeholders,
children, or students better -- are leaders, with or without a
bureaucratic or hierarchical position. Professional leadership,
executive leadership, company leadership, and everyday leadership
requires action and reflection on those actions to determine the
effectiveness of the continuous improvement process. The rationale
for this book is to provide leaders at all levels with a framework
that progresses through six steps of action and research from
considering the challenge faced by the leader within an
organization to reflecting on the improvement and next steps to
continue the improvement process - thus Leading Up: From Problem to
Possibility.
The purpose of this book is to not only persuade leaders that
action research is leadership, but that leadership can be more
deliberate in promoting human dignity when leaders engage in a
reflective process of continuous improvement. An action research
frame of mind is the impetus for efforts toward continuous
improvement -- dissatisfaction with what is the beginning of
improvement! The caveat is that leadership is not a position,
leadership is action. Those who want to make their work better,
their service better, their clients, customers, stakeholders,
children, or students better -- are leaders, with or without a
bureaucratic or hierarchical position. Professional leadership,
executive leadership, company leadership, and everyday leadership
requires action and reflection on those actions to determine the
effectiveness of the continuous improvement process. The rationale
for this book is to provide leaders at all levels with a framework
that progresses through six steps of action and research from
considering the challenge faced by the leader within an
organization to reflecting on the improvement and next steps to
continue the improvement process - thus Leading Up: From Problem to
Possibility.
How Can You Become the Boss traces the trajectory of knowledge,
skills, and disposition beginning with the ones needed to lead
oneself through to leading others to develop the knowledge, skills,
and dispositions to lead themselves, and ultimately, using that
knowledge, those skills, and dispositions for leading an
organization to transformation. The goals is being able to lead a
party of one before assuming that one can lead others. Leading an
organization means transformation into more of what the
organization was intended to be by its vision and mission. Leaders
develop a personal vision and mission, use the 168 hours a week
that everyone has to produce a result, hold a problem-solving frame
of mind, cultivate a desire to learn, and productively use
self-talk. Ultimately these leaders foster a team approach through
a culture of participantship. They regard leadership as an action
rather than a position. They see the future of leadership as
collective, lateral, and integral and work with others from an
abundance mentality. These leaders move forward in learning, using
neuroscience findings to promote actions grounded in brain research
and assuming responsibility as a way of being for the organization.
How Can You Become the Boss traces the trajectory of knowledge,
skills, and disposition beginning with the ones needed to lead
oneself through to leading others to develop the knowledge, skills,
and dispositions to lead themselves, and ultimately, using that
knowledge, those skills, and dispositions for leading an
organization to transformation. The goals is being able to lead a
party of one before assuming that one can lead others. Leading an
organization means transformation into more of what the
organization was intended to be by its vision and mission. Leaders
develop a personal vision and mission, use the 168 hours a week
that everyone has to produce a result, hold a problem-solving frame
of mind, cultivate a desire to learn, and productively use
self-talk. Ultimately these leaders foster a team approach through
a culture of participantship. They regard leadership as an action
rather than a position. They see the future of leadership as
collective, lateral, and integral and work with others from an
abundance mentality. These leaders move forward in learning, using
neuroscience findings to promote actions grounded in brain research
and assuming responsibility as a way of being for the organization.
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