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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010265225 | HD30.3 C37 2010 | Open Access Book | Book | Searching... |
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Summary
Summary
The communication aspect of leadership - to actively engage your followers and achieve understanding and motivation whilst making the message memorable - has never been more important. Using vivid lessons and examples from spheres outside business organization, The Persuasive Leader explores the leader's role as a communicator and teaches the fundamental principles of successful leadership.
This book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the performing arts, the fine arts, literature, philosophical writings, and biography. The authors use their unconventional material to explore themes such as moral leadership, toxic leadership, learning from failures, 'distributed' leadership, leading for results and the leader as a mentor and counsellor.
Leaders described in The Persuasive Leader :
Abraham Lincoln, Jack Welch, Cleopatra, Teddy Roosevelt, Alexander the Great, Rachel Carson, Joshua Chamberlain, Governor John Winthrop, Barack Obamma, Steve Jobs, Henry V, Julius Caesar, John Quincy Adams, Dwight Eisenhower, Susan B. Anthony, Elizabeth Cady Stanton, Huey Long, Napoleon, Ghandi, Sam Walton, Archbishop Sean O'Malley, Benjamin Franklin, Franklin Roosevelt, Jim Sinegal, Dolly Madison, James Jones, Clarence Darrow, William Harvey, Ronald Reagan, Fletcher Christian, Thomas Jefferson, Nelson Mandela, Charles McCormick, George Washington, Oprah Winfrey, Joan of Arc, John Kennedy, Herbert Hoover, Christopher Columbus, Anita Roddick, John DeLorean, Ronald Reagan, Margaret Thatcher, and others less well known persuasive leaders such as Anne Sullivan, TS Lin, Maria Galantry, Dorothy Collins, Scott Nash, Jane Hughes, William Barnes.
Author Notes
Stephen J. Carroll is a retired professor emeritus at the University of Maryland, who now works as a private consultant. During his career he has authored twelve books on psychology and organizational behaviour. He has served as a consultant to more than 30 industrial and government organizations and is a regular speaker at the University of Maryland and Syracuse University executive courses. He is best known for his books on performance assessment and leadership. He first developed the idea for this book in his courses for company executives where he found they responded particularly well to the case examples from the arts and from day to day life.
Patrick C Flood is an Academic Fellow at Cambridge University. He has worked at the London Business School, University of Maryland, University of Limerick, Dublin City University and the London School of Economics. He is known primarily for his work on leadership teams and firm performance. His books include Effective Top Management Teams (2001, Blackwelll; Managing Strategy Implementation (with S.J.Carroll, Blackwell, 2000) (5000 copies sold over life) and Managing without Traditional Methods (Addison Wesley, 1996). He is currently external examiner at SAID business school and consults for the following companies: Pernod Ricard-Irish Distillers; Nypro-Clinton(US); Hewlett Packard (UK), Wang, Paul Partnership and VEC, Novartis, Nortel, ICL (UK), NHS(UK).
Table of Contents
| ForewordDenise M. Rousseau |
| Preface |
| Acknowledgements |
| About the authors |
| 1 Persuasive leadership in life and work |
| Beginning cases |
| What is leadership? |
| Persuasive leadership in a new world |
| A newer focus on emotions and logic |
| Leadership as a social role in all living groups |
| Leadership legacies |
| Leadership goals |
| Leadership sub-roles |
| Leadership in changing crcumstances |
| Leader agendas |
| Leadership and the arts |
| Parents as persuasive leaders |
| Leadership and strategies |
| Do leaders need charisma? |
| Persuasion as a key to all leadership efforts |
| Leaders as coherent wholes |
| Learning from examples |
| Types of persuasion settings |
| Types of Leadership |
| Leadership skills as identified in the arts and humanities |
| Do we need empirical studies of leadership? |
| Leaders and ethical behaviours |
| Leaders as examples of persuasive and moral principles |
| Summary |
| End case |
| Works Cited |
| 2 Usingaesthetics and the arts in persuasive leadership |
| Beginning cases |
| Leaders using the arts |
| What are the arts? |
| Practical use of the arts |
| The aesthetic response |
| Aesthetics and human evolution |
| Unity among the arts |
| Performance art |
| Leader-managers as architects |
| The orchestra conductor metaphor |
| Music in aesthetics |
| Humans as artists |
| Theatrical principles in leadership 32 |
| Fictional versus actual leaders |
| Behaving like an artist |
| 3 Usingwords effectively in persuasive speech and writing |
| Beginning cases |
| Evolution of language |
| Importance of word choice |
| Power of words to evoke emotion |
| Aesthetic versus non-aesthetic language |
| Function of fictional stories |
| Use of stories in persuasion |
| Delivering words effectively |
| Audience reactions to words |
| Words reflect characteristics of the speaker |
| Being open-minded in one's communications |
| 4 Persuasive leadership and rhetoric principles |
| Beginning cases |
| Persuasion principles from philosophy |
| Persuasion in literature |
| Henry V |
| Julius Caesar |
| Joshua Chamberlain |
| Discussion of speeches |
| 5 Persuasive leadership-planningconsiderations |
| Beginning cases |
| Studying the prospective audience |
| Building credibility |
| Obtain endorsements by influential persons |
| Build competence and coalitions |
| Gather facts and arguments in favor of goals |
| Plan for creating arousal/activation and more memorable messages |
| Planning for message content |
| Preparation |
| Practice |
| Choose optimum timing and setting |
| Emotional appeals |
| Use of dramatic principles in persuasion planning |
| Creating an engaging character-yourself |
| Learning acting skills |
| Process of planning |
| Using the arts in planning |
| 6 Audience characteristics |
| Beginning cases |
| Audience characteristics |
| Audience to leader effects |
| Use of participation |
| Audience concerns |
| Psychological needs of the audience |
| Effect of cultural differences in audience responses |
| Motivational propensities in an audience |
| Occupational differences |
| Gender, ethnic, racial, and age differences |
| Summary |
| End cases |
| Exercise |
| Works Cited |
| 7 Leader-follower emotional ties |
| Beginning cases |
| Leader-follower attraction |
| Leader-follower bonding |
| Narcissistic behaviour |
| Attraction to morality |
| Attractiveness versus behaviour |
| Similarity |
| Openness and attraction |
| Optimistic and hopeful leaders |
| Respect for differences |
| Summary |
| End cases |
| Works Cited |
| 8 Creatingpositive responses in sub-leaders and followers |
| Beginning cases |
| Leading sub-leaders |
| Counselling group members as individuals |
| Creating positive emotional states |
| Leaders as role models |
| Positive psychology |
| Optimism in the arts |
| Adversity coaching |
| Matching individuals and groups with appropriate tasks |
| Social barriers to persuasion |
| 9 Persuasive leadership and change |
| Beginning cases |
| Change as a constant |
| Some fundamental causes of resistance to change efforts |
| Importance of feelings of self-efficacy in the motivation to change |
| Leader effectiveness versus likeability |
| Leadership and admiration-Benjamin Franklin |
| Franklin's targeted virtues |
| Using goals in change |
| Handling multiple factors in change |
| Self-leadership and change |
| Psychotherapy as an aid to change |
| Creating positive emotions |
| How small changes can have big effects |
| 10 Strategic plans as a persuasive tool |
| Beginning cases |
| What are strategies? |
| Importance of acceptance of strategies |
| Credibility in the strategic planning process |
| Strategic plans and goal setting |
| Importance of self-perceived efficacy in goal achievement |
| Visioning and goal setting |
| Follow-up activities in strategic implementation |
| 11 Harmful persuasion |
| Beginning case |
| Doing harm with persuasion |
| Types of harm |
| Why do such persuasive leaders act the way they do? |
| Confronting evil |
| Why is harmful persuasion accepted? |
| Standing up to injustice |
| Helping orientations |
| The role of deception in harmful persuasion |
| Deceptive messages well delivered |
| 12 Self-leadership |
| Beginning cases |
| Leadership and self-management |
| Political liberty |
| Freedom in organizations |
| Trends in self-direction in several fields |
| Self-direction in parenting and preparation for self-direction |
| Therapy and other individual change programmes |
| Differential degrees of self-leadership and wasted human assets |
| Self-management and human respect and dignity |
| Self-leadership and the professional |
| 13 Persuasive variations in different settings |
| Beginning cases |
| Persuasion in the courtroom |
| The law as a symbol of justice |
| Persuasion in the medical community |
| Persuasion in the home |
| Architecture |
| Philanthropic and artistic organizations |
| In the political arena |
| 14 Achievingtrust and cooperation |
| Beginning cases |
| Leadership issues in cooperation |
| Reactions to authority |
| Origins of trust |
| Types of trust |
| Follower and leader needs |
| Explaining and fostering cooperation among group members |
| 15 The noble persuasive leader |
| Beginning cases |
| What is nobility? |
| Roots of noble behaviour |
| Religion and nobility |
| Nobility in business enterprises |
| Nobility as a social class |
| Noble behaviour in the form of altruism and helping |
| The appeal of noble leaders |
| Immoral leaders |
| What are immoral practices in terms of morality within organizations? |
| Moral development |
| 16 Leadership emergence |
| Beginning cases |
| Choosing leaders |
| Situational factors in persuasive leader emergence and effectiveness |
| Some indicators of leader emergence and success |
| Leaders as independent visionaries |
| Persuasiveness in leader effectiveness |
| Leader-follower interactions |
| Mindsets of effective leaders |
| What do prospective followers want in a leader? |
| Leadership changes |
| 17 Handlingproblems and failure |
| Beginning cases |
| What are problems and failures? |
| Failures due to a changing world |
| Causes of persuasion failures |
| Persuasion failures mixed with successes |
| Persuasion failures due to competing social cultures |
| Politics and persuasion failures |
| Personal characteristics in reacting to problems and failures |
| Role of arrogance and hubris in failures |
| 18 Why become a persuasive leader? |
| Beginning cases |
| Persuasiveness as a means to significant ends |
| Changing life roles |
| The human search for happiness |
| What is true (rather than perceived) happiness? |
| Expectations and happiness |
| Good and evil ends |
| Redeeming oneself |
| The ideal persuasive leader in fiction |
| Search for a meaningful life |
| Expectations and success |
| Avoidance of regrets/remorse |
| Persuasion and performance and a changed self-identity |
| Role of positive values |
| Life as a search for beauty |
| Appendices |
| A Brief look at some of the relevant arts and humanities |
| B Happiness |
| C Behaviours of the best and worst bosses |
| D Selected social science theories relevant to persuasive leadership |
| Bibliography |
| Index |
