The 2nd Language of Leadership

The 2nd Language of Leadership

The 2nd Language of Leadership

The 2nd Language of Leadership

Synopsis

This book focuses on the behavioral and personality areas that can be used to strengthen one's skills and to make wise decisions about when and how to lead. It was written for the working professional who wants to learn what he or she can do by working with their personality to become more satisfied with and masterful in their leadership roles. Good leaders have learned to succeed over time by acquiring the needed range of personal skills, much like one learns a second language. Geared for entry and mid-term leaders, this book is an empirically based training guide to acquire knowledge and implement a plan to help increase one's leadership skills. Within the framework of 10 chapters, this book: * promotes a shared recognition of the role that personality plays in leadership by reviewing a case study of representative leadership situation that both identifies familiar personal struggles and organizational changes; * offers a way of thinking about how personality in general and the Big 5 in particular fills in the gaps and connects the pieces when it comes to how people become effective leaders; * illustrates how--within the Big 5 framework--to use the 2nd language approach to leverage natural personality strengths and manage weaknesses in an effort to build greater leadership effectiveness; * makes available 2nd language tools including effective intervention strategies and goal setting techniques based on enabling philosophies to understand what makes this approach accessible and practical to use; and * reassures that most leadership failures are reversible and that through using the 2nd language approach, these inevitable and sometimes necessary setbacks afford clarity about how to use your style to the best advantage.

Excerpt

An unfortunate reality is that more than half of the people who aspire to leadership roles fail. Generally, they fail not because of lack of technical expertise, nor because of an inability to conceptualize the job that needs to be done. Mostly the failures have to do with individuals not knowing how to bridge the gap between who they are as a person and what type of behavior is expected of them on the job. This lack of knowledge and understanding is more significant than being deficient in highly specialized expertise. To most organizations that are continually searching for individuals who have competencies beyond expertise in a specific discipline, this fact comes as no surprise. The competencies organizations are looking for in individuals are often referred to as human behavior skills that include the ability to understand oneself and others. When leaders do have that personal knowledge and ability, they are instinctively aware of it. Despite not having complete alignment between their personality and the requirement of the job, leaders make the necessary adaptations and compensations. Similar to learning a new language, they may not have a fully natural command of the leadership situation, yet they have acquired a sufficiently fluent language of the necessary behaviors that more than gets them by.

The objective of this book is to help you acquire and integrate information about yourself and your personality on one hand and the demands of being a leader on the other. The goal here is to introduce you to the 2nd Lan-

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.