7 Paths to Managerial Leadership: Doing Well by Doing it Right
- 1h 11m
- Fred Mackenzie
- Association for Talent Development
- 2016
The most important relationship is between a manager and a direct report. Studies confirm that the majority of people leave their jobs because they dislike their manager and the way they are supervised. After all, managers directly influence staff engagement and retention, along with the many performance factors in between. So what is a manager to do?
7 Paths to Managerial Leadership presents seven simple paths to an effective relationship between managers and staff. Each path offers management wisdom that focuses on action, not position, and inspires others to do their best work. Expressly written for middle managers, this step-by-step guide covers principles evaluated and fine-tuned over the course of several decades.
Seasoned manager and management consultant Fred Mackenzie offers readers pithy self-assessments, a manager's checklist, and action plans for developing each path, regardless of which you choose to employ in your work. Use this guide to identify your leadership style, along with its benefits and shortcomings, and learn how to build on your strengths to inspire those you lead to have confidence in themselves.
About the Author
Fred Mackenzie has decades of experience as an executive with Mobil Oil, Training House, a major publisher of instructional programs and assessments; and MLI, a contract manufacturer for GE, Kodak, and IBM. His consulting experience is in three major areas: managerial leadership, succession planning, and strategic planning. Fred has undergraduate degrees in psychology and geological engineering, master s degrees in personnel psychology and micropaleontology, and a Ph.D. in psychology. He has served on the faculties of Cornell University s Advanced Management Program, Oxford University s Institute for Advanced Managerial Studies, and Henley Management College, U.K.
In this Book
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7 Paths to Managerial Leadership—Doing Well by Doing It Right
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Introduction
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Managers and Their Direct Reports: A Dynamic Relationship
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Why 7 Paths?
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Path 1: Managerial Planning and Task Assignment
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Path 2: Managerial Meetings
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Path 3: Context Setting
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Path 4: Feedback
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Path 5: Performance Appraisal
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Path 6: Coaching Direct Reports
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Path 7: Continual Improvement
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Afterword: 7 Paths to Success
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Establishing Key Accountabilities
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Employee Document Comparisons
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Sample Closure Verbs
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Assignment Examples
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Making Strategy Work—The Linkage Process
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Using the Practices Calendar
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Glossary
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References
