Management Mastery and Practice Series : Everything You Ever Wanted to Know about Managing People but Were Afraid to Ask.
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| Other Authors: | |
| Format: | eBook |
| Language: | English |
| Published: |
Randburg :
Knowledge Resources,
2022.
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| Edition: | 1st ed. |
| Subjects: | |
| Online Access: | Click to View |
Table of Contents:
- Cover
- Title Page
- Endorsements
- Dedication
- Copyright Page
- Full Title Page
- Management Mastery and Practice Series - Context
- Table of contents
- List of tables
- List of figures
- List of activities
- Series author biographies
- Preface
- Part One - Making the change to becoming a leader-manager
- Chapter 1: Challenges to leading and managing in a hybrid environment
- Introduction
- Agility and adaptability
- How to resolve these challenges
- Coaching and mentoring
- What we need to succeed
- Conclusion
- Chapter 2: Becoming a leader-manager
- Becoming a leader-manager
- The history of management
- Management theory
- Conclusion
- Chapter 3: What is your managerial style?
- Blake and Mouton's Managerial Grid
- Conclusion
- Chapter 4: How does leadership differ from management?
- Management competences
- Time and self-management
- The Management Wheel - measuring time in your
- How is leadership different from management?
- The dimensions of leadership
- Seven decades of leadership development
- The six intelligences of leadership
- Conclusion
- Part Two - Managing self and others
- Chapter 5: Managing self: Emotionally intelligentleadership styles and mindfulness
- Emotional intelligence
- Understanding the importance of EQ
- Core self-evaluation
- Leadership styles
- How are you and your team creating emotional and mental agility?
- States of being and mindfulness
- Conclusion
- Chapter 6: Managing self: A neuroscience lens into leader-manager behaviour by Ingra Du Buisson-Narsai
- Background
- Why understanding the brain is helpful for leader-managers
- The nature of the human brain
- The predictive brain
- Your brain is a network
- The current reality of our world at work
- Towards neurally-aware leader-manager behaviour
- Conclusion.
- Chapter 7: Managing others: Creating a thinking environment and transforming meetings
- Leader-manager as coach and thought partner
- Kline's Thinking Environment - Thinking Pairs and Transforming Meetings
- Giving catalytic attention - in Thinking Pairs
- The Ten Components
- The Thinking Environment meetings process
- Conclusion
- Part Three - Managing people
- Chapter 8: Managing people: Motivation
- The importance of values and motivation
- Intrinsic and extrinsic motivation
- Motivation theory and practice
- Five major theories on motivation
- Key motivating questions for you as leader-manager and your team
- Working with intrinsic and extrinsic motivation
- Conclusion
- Chapter 9: Managing people: Coaching, mentoring and goal setting
- Mentoring: a domain-specific expertise
- The business coaching process
- Setting SMART objectives
- Working with the GROW Model
- GROW Model coaching session
- Conclusion
- Chapter 10: Managing people: Delegation
- First steps - hiring the right people
- Delegation is developing your team
- Conclusion
- Part Four - Becoming a skilled communicator
- Chapter 11: Managing difficult people and situations
- Improving the effectiveness of your communication skills
- What is the difference between personality and behaviour?
- What do difficult people do?
- Changing behaviour
- Conclusion
- Chapter 12: Assertive communication skills to negotiate behaviour change
- What is assertiveness?
- Blocks to communication
- Five key assertiveness techniques
- Conclusion
- Part Five - Next-level leadership
- Chapter 13: Understanding next-level leadership
- Introduction
- The volatile environment and its impact on leaders
- Acquiring the mind-set of a next-level leader
- The career progression ladder
- The journey to next-level leadership
- Conclusion
- Chapter 14: Conclusion.
- Bibliography
- Endnotes
- Index.