The ASTD Leadership Handbook

By Alexander Andrews,2014-10-08 17:29
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A solid foundation of developing leadership capability.

    The ASTD Leadership Handbook

I. Leadership Competencies

    ; The Five Practices of Exemplary Leadership Jim Kouzes, Barry Posner ; Leading to Build the Team Patrick Lencioni

    ; Leading Change: A Conversation With Dr. Kotter John Kotter

    ; Getting Results: Leadership Competencies Dave Ulrich, NormSmallwood ; Engaging and Retaining Talent in Any Economy Bev Kaye, Sharon Jordan-Evans

II. Leadership Development

    ; A Leadership Development Strategy Tacy Byham and Bill Byham ; Worst Practices in a 360-Degree Assessment: Craig Chappelow

    ; Leaders as Mentors and Teacher Edward Betof

    ; Learning on the Job Ellen VanVelsor

    ; Coaching Leaders to Lead Marshall Goldsmith

    III. Attributes of Successful Leaders

; Good to Great: What Leaders Do Jim Collins

    ; Unlocking the Mystery of Inspiring Leadership Jack Zenger, J. Folkman, S.


    ; The Authentic Leader Bill George st; Leadership Ethics and Integrity for the 21 Century Ken Blanchard ; Derailment: How Successful Leaders Avoid It Bill Gentry

IV. Contemporary Leadership

; Leading the Workforce of the Future Frances Hesselbein

    ; Globally Savvy Leaders Stephen Rhinesmith

    ; Women in the Lead Marian Ruderman

    ; Leading Across Generations Joanne Sujansky

    ; Leading for Diversity Kay Iwata, Juan Lopez,Julie


    V. Broadening the Leadership Discussion

    ; Why Leadership Development Should Go to School Lyndon Rego, S. Harrison, D.


    ; Growing Tomorrow’s Leaders for the Worlds of 2020 Lawrena Colombo, John


    ; A Military View of Leadership in the Private Sector VADM John Lockard

    ; Chinese “Sheng Yi”: Challenges for Chines Leaders Cheng Zhu

    5 Practices of Exemplary Leadership

    Jim Kouzes & Barry Posner

    The Five Practices of Exemplary LeadershipR resulted from an intensive research project to determine the leadership competencies that are essential to getting extraordinary things done in organizations. To conduct the research, Jim Kouzes and Barry Posner collected thousands of "Personal Best" storiesthe experiences people recalled when asked to think of a peak leadership experience.

    Despite differences in people's individual stories, their Personal-Best Leadership Experiences revealed similar patterns of behavior. The study found that when leaders are at their personal best, they:

    example for others to follow.

    Because the prospect of complex

    change can overwhelm people and

    stifle action, they set interim goals

    so that people can achieve small

    wins as they work toward larger

    objectives. They unravel Model the Way

    bureaucracy when it impedes Leaders establish principles

    action; they put up signposts when concerning the way people

    people are unsure of where to go (constituents, peers, colleagues,

    or how to get there; and they and customers alike) should be

    create opportunities for victory. treated and the way goals should

    be pursued. They create standards

    of excellence and then set an

    Leaders passionately believe that

    they can make a difference. They

    envision the future, creating an

    ideal and unique image of what the

     organization can become. Through their magnetism and quiet Inspire a Shared Vision


    persuasion, leaders enlist others in see exciting possibilities for the their dreams. They breathe life future.

    into their visions and get people to

    the organization. In doing so, they

    experiment and take risks. And

    because leaders know that risk

    taking involves mistakes and

     failures, they accept the inevitable disappointments as learning Challenge the Process opportunities. Leaders search for opportunities

    to change the status quo. They

    look for innovative ways to improve

    that mutual respect is what

    sustains extraordinary efforts;

    they strive to create an

    atmosphere of trust and human

     dignity. They strengthen others, making each person feel capable Enable Others to Act and powerful. Leaders foster collaboration and

    build spirited teams. They actively

    involve others. Leaders understand

    determination alive, leaders

    recognize contributions that

    individuals make. In every winning

    team, the members need to share

     in the rewards of their efforts, so

    leaders celebrate accomplishments. Encourage the Heart They make people feel like heroes. Accomplishing extraordinary

    things in organizations is hard

    work. To keep hope and


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