10 MINUTE GUIDE TO LEADERSHIP by Andrew J. Dubrin. Macmillan Spectrum/Alpha Books, 1997



INTRODUCTION --- THE DIFFERENCE BETWEEN "LEADERS" AND "MANAGERS" (p8-10)

    How do leaders "lead?"

    First, they have a "leadership" attitude --- it is an attitude that tells others that they are NOT afraid to make decisions and take risks. And it is an attitude that shows they have the best interests of their organization in mind.

    Second, leaders behave in distinctive ways as they nurture others. There are "language" techniques that can move employees to action. And there are specific ways to develop the creativity of employees.

    The difference between leaders and managers is that managers must deal with the "technical" aspects of running an organization. Leaders must deal with the "people" aspects. Both kinds of skills are necessary for organizational success.

    To be perceived as a "LEADER," there are specific skills that can be learned, especially the "leadership" attitude.

      This essential attitude is one that says "I care more about us than about me." It says I am willing to put my own welfare on the line for you." And it says "I understand what needs to be done. I am going to help us all succeed."

1) What it means to be a leader (p1-5)

    [1] The meaning of leadership (p1)

    [2] Leadership vs. management (p2-3)

      (1) Management is more formal and scientific --- whereas leadership is more informal and artistic in the sense that it requires more creativity! Management relies on "foundation skills"

      (2) Management uses an explicit set of intellectual "tools and techniques," based on logic and reasoning and testing that can be applied in a variety of situations --- whereas leadership uses more implicit intellectual and emotional "tools and techniques"

      (3) Leadership involves having a VISION of the strategic goals to determine what the organization or organizational unit can become --- whereas the role of management is to implement the vision by controlling the mission objectives successfully!

        VISION defined as "an idealized scenario of what the future of an organization or an organizational unit can become

      (4) Leadership requires eliciting teamwork and cooperation from a large network of people and motivating a substantial number of people in that network!

      (5) A leader frequently displays enthusiasm, passion, and inspiration to get others to attain high levels of performance --- whereas a manager involves MORE emotion and MORE careful acting to achieve objectives AFTER they are defined!

    [3] Leadership as a partnership (p4)


2) How to develop positive self-talk (p 6-11)

    [1] The SEVEN STEPS of POSITIVE "self-talk" Developing positive self-talk will not only increase your own self-confidence but it will also inspire confidence in those others who you lead! (p6-9)

      (1) Objectively state the incident the incident that is creating doubt about your capabilities.

      (2) Objectively interpret what the incident does NOT mean.

      (3) Objectively state what the incident does mean --- without using NEGATIVE self-talk labels.

      (4) Objectively account for the CAUSE of the incident

      (5) Identify some positive ways to prevent the incident from happening again

      ( 6) Use positive self-talk to imagine a desirable outcome

      (7) Keep the momentum going by starting each day with POSITIVE THOUGHTS --- since actually doing "positive self-talk" is a complex habit that requires frequent reinforcement and reinvigeration!

      Meditate at least FIVE MINUTES each day to create CREATE CONSTRUCTIVE ENERGY and tell yourself that you can meet any personal or professional challenge that life has to offer! By thinking about your most recent positive accomplishments and all the compliments that you have earned during the past month, you can quickly rejuvenate yourself by remembering your "positive assets" which are separate from your financial and tangible material assets!

    [2] Avoiding NEGATIVE "self-talk" (p9)

      To boost your self-confidence yhou should minimize negative statements about yourself which in turn will make you appear to be more of a leader! In contrast, "self-effacing" (negative) statements about yourself reinforce LOW self-confidence Negative self-labeling can do long-term damage to your self-confidence and leadership ability!

    [3] Reprogramming your BRAIN to achieve POSITIVE "self-talk" (p9-11)

      (1) Decide specifically what you want to do to better increase your effectiveness, satisfaction, or growth --- by becoming a POSITIVE self-talker!

      (2) Affirm that the desired behavior is already happening --- by using the present tense

      (3) Include your feelings as part of your affirmation

      (4) Affirm the positive --- by "I am a positive thinker and talker!"

      (5) Affirm only what you truly believe is possible --- by staying close to your previous accomplishments based upon your natural talents and acquired skill s!

    Self-affirmations work best when you write down your affirmations and review them at least twice each wek, imagine what it would be like to have achieved your goals, and then visualize yourself thinking the self-afirmation statements in the presence of others, since they will then perceive you to be a leader!

3) How to use positive visual imagery (p12-16)

4) How to exhibit personal dynamism (p17-22)

5) Using noverbal communication in leading (p23-29)

6) How to use visioning (p30-35)

7) How to develop a masterful communication style (p36-42)

8) How to be a transformational leader (p43-50)

9) Establishing your power base (p51-56)

10) How to lead by example (p57-60)

11) How to use inspirational appeals and emotional displays (p61-66)

12) How to manipulate others ethically (p67-73)

13) Gaining the support of group members (p74-79)

14) How to build teamwork (p80-86)

15) How to be a nurturing leader (p87-92)

    [1] What it means to be a "nurturing leader" (p87-88)

    [2] Recognize that most people have growth needs (p88)

    [3] Play the "mentor" role (p88-90)

    [4] Be a "role model" or others (p90)

    [5] Engage in supportive communication (p90-91)

16) How to be a good "coach" (p93-100)

17) How to minimize micromanagement (p101-106)

18) How to resolve conflict (p107-114)

19) How to help others think more creatively (p115-123)

20) How to lead group members toward exceptional quality --- nine principles and techniques (p124-130)

    [1] Contribute to a corporate culture of "quality" (p125-126)

    [2] Build quality into the team mission statement (p125-126)

    [3] Involve and empower employees (p126)

    [4] Listen to employees (p127)

    [5] Immerse group members in quality (p127128)

    [6] Close the quality "credibility gap" (p128)

    [7] Insist that group members figure out how to achieve extraordinary quality goals (p128-129)

    [8] Emphasize the "human" side of quality (p129-130)

    [9] Reward high-quality performance (p130)

INDEX (p131-134)


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