Leaders – Hired, Admired, Fired: How to Become a Leader traces the policy and practices associated with the development of leaders in organisations.
There are many definitions for leaders and leadership. In general, a leader is a person responsible for achieving set objectives through the work of others, and for building and maintaining the team. Leadership, on the other hand, is the ability to influence people to a common purpose, using characteristics that inspire trust and confidence.
Leaders – Hired, Admired, Fired tracks the recruitment and assimilation of a leader, and details how a leader can make their mark in an organisation. It also outlines the concerns about forming the correct relationships with people – both internally and externally.
Part I (Hired) looked at recruitment and selection, career development, and assimilation. Part II (Admired) addresses the issues of alignment, accountability, and assessment. Part III (Fired) then explores culture, competence and conduct.
Leaders – Hired, Admired, Fired concludes with an overview of key insights (Part IV), including leadership skills, leadership capabilities, coaching and teamwork, and successfully managing the complex challenges CEOs can face. It is also full of examples of leadership practices and of how a leader can successfully manage their own career development while also empowering others.
How to Become a Leader
About the book
Table of Contents
About the author; Dedication and acknowledgment; Foreword; Preface; Introduction; PART I: Hiring; Chapter 1: Recruitment and selection; Chapter 2: Career development; Chapter 3: Assimilation; PART II: Admiring; Chapter 4: Alignment; Chapter 5: Accountability; Chapter 6: Assessment; PART III: Firing; Chapter 7: Culture; Chapter 8: Competence; Chapter 9: Conduct; PART IV: Leveraging Leadership; Chapter 10: Leadership skills; Chapter 11: Leadership capability; Chapter 12: Coaching and teamwork; Chapter 13: CEO challenges; References; Bibliography.
190 x 245
About the authors
Ern Prentice has had an extensive career in HRM, including line operations and corporate roles. He worked for General Motors Holden for over 30 years, covering a variety of HR responsibilities and was a member of the General Motors World Design Team, BHP as Head of Organisation and Leadership Development in Corporate Human Resources, responsible for global leadership development initiatives. He is currently a consultant on leadership and management development covering the design and delivery of programs for frontline and managerial level groups in middle to large organisations.