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Leading with uncommon senseslowing d...

Davi, Wiley C.

Leading with uncommon senseslowing down, looking inward, taking action /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Leading with uncommon senseby Wiley C. Davi, Duncan H. Spelman.
其他題名:	slowing down, looking inward, taking action /
作者:	Davi, Wiley C.
其他作者:	Spelman, Duncan H.
出版者:	Cham :Springer International Publishing :2020.
面頁冊數:	ix, 170 p. :ill., digital ;24 cm.
Contained By:	Springer eBooks
標題:	Leadership.
電子資源:	https://doi.org/10.1007/978-3-030-41971-4
ISBN:	9783030419714$q(electronic bk.)

Leading with uncommon senseslowing down, looking inward, taking action /
Davi, Wiley C.

Leading with uncommon senseslowing down, looking inward, taking action /[electronic resource] :by Wiley C. Davi, Duncan H. Spelman. - Cham :Springer International Publishing :2020. - ix, 170 p. :ill., digital ;24 cm. - Management, change, strategy and positive leadership,2662-3080. - Management, change, strategy and positive leadership..

Chapter 1. Introduction -- Chapter 2. Pause -- Chapter 3. Introspect: Be Humble -- Chapter 4. Introspect: Be Emotional -- Chapter 5. Introspect: Be "Impolite" -- Chapter 6. Introspect: Be Uncertain -- Chapter 7. Act -- Chapter 8. Conclusion: Going Forward.

This book offers alternatives to typical leadership, highlighting new ways of thinking about how individuals can lead effectively. Specifically, it integrates several fields, including neuroscience, behavioral economics, mindfulness, cognitive and social psychology, emotional intelligence, and management decision-making. The authors challenge the "common sense," mainstream thinking about leadership, arguing that effective leadership depends on a more complicated understanding of the underlying dynamics. When leaders rely on the common sense that they have been taught explicitly or implicitly about leadership, the results are often not effective-for themselves personally, for their followers, for the organizations in which they lead, and for society as a whole. For example, aspiring leaders often believe that the mark of good leaders is their ability to come up with quick answers to problems. Others believe that one's ability to minimize complexity and uncertainty indicates leadership potential. In addition, despite the literature suggesting the value of engaging in self-reflection, few leaders regularly step back and look inward. Even those who can intellectually discuss emotional intelligence often focus on their ability to influence the emotions of others rather than reflecting on and learning from their own emotions. The book calls for leaders to operate with more humility and greater awareness of the multiple contexts in which they function-approaches that improve life for all organizational members. As leaders become more effective, they will become healthier and more satisfied, less harried, more grounded, and more fulfilled in their lives.

ISBN: 9783030419714$q(electronic bk.)

Standard No.: 10.1007/978-3-030-41971-4doiSubjects--Topical Terms:

187557
Leadership.

LC Class. No.: HD57.7 / .D385 2020

Dewey Class. No.: 658.4092

Leading with uncommon senseslowing down, looking inward, taking action /
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505 0 $a Chapter 1. Introduction -- Chapter 2. Pause -- Chapter 3. Introspect: Be Humble -- Chapter 4. Introspect: Be Emotional -- Chapter 5. Introspect: Be "Impolite" -- Chapter 6. Introspect: Be Uncertain -- Chapter 7. Act -- Chapter 8. Conclusion: Going Forward.
520 $a This book offers alternatives to typical leadership, highlighting new ways of thinking about how individuals can lead effectively. Specifically, it integrates several fields, including neuroscience, behavioral economics, mindfulness, cognitive and social psychology, emotional intelligence, and management decision-making. The authors challenge the "common sense," mainstream thinking about leadership, arguing that effective leadership depends on a more complicated understanding of the underlying dynamics. When leaders rely on the common sense that they have been taught explicitly or implicitly about leadership, the results are often not effective-for themselves personally, for their followers, for the organizations in which they lead, and for society as a whole. For example, aspiring leaders often believe that the mark of good leaders is their ability to come up with quick answers to problems. Others believe that one's ability to minimize complexity and uncertainty indicates leadership potential. In addition, despite the literature suggesting the value of engaging in self-reflection, few leaders regularly step back and look inward. Even those who can intellectually discuss emotional intelligence often focus on their ability to influence the emotions of others rather than reflecting on and learning from their own emotions. The book calls for leaders to operate with more humility and greater awareness of the multiple contexts in which they function-approaches that improve life for all organizational members. As leaders become more effective, they will become healthier and more satisfied, less harried, more grounded, and more fulfilled in their lives.
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