The New Leaders: Styles and Strategies for Success

by PaulTaffinder (Author)

• Used

  Hardcover
  1995

  $4.19

  Despite the extensive theory, research and conventional wisdom to be found on the subject of leadership, do we really know what makes a dynamic and effective leader? Through a series of fascinating in-depth interviews with some of the world's top business leaders, Paul Taffinder examines the tried and tested leadership qualities that create successful and powerful organizations in today's rapidly changing business world. In particular, he looks at what it really takes to be the driving force behind the process of transformation with which so many organizations are currently grappling. From this study he creates a model of leadership and, by challenging popular assumptions, he provides invaluable insights into what it takes to be a leader in the 1990s and far beyond. A number of crucial issues are tackled head on, including the different characteristics that make up a leader; leadership versus management; fear of failure and fear of success; risk making and risk taking in leadership; keeping ahead of the competition; leadership and corporate transformation. Highly readable, controversial and thought-provoking, The New Leaders is a remarkable contribution to the current leadership debate, which will appeal to a vast audience of people worldwide, including general management, from CEOs to line managers and business students, from under-graduates to MBA level.

• Used

  Paperback
  1997

  $3.25

  In both politics and business it is claimed that we hanker after an old style leader who brings us vision and direction . But what of today's leaders? Who are the driving forces behind the world's most successful and powerful organizations? Do they differ from their erstwhile counterparts or have much in common? What makes a leader successful? The author sets out to answer these questions. Through a series of interviews with some of the world's top business leaders, he sets out to identify what qualities set them apart. From this he creates a model of leadership development and, by challenging popular assumptions, he gives insights into what it takes to be a leader in the 1990s and beyond.