Great Leadership: What It Is and What It Takes in a Complex by Antony Bell

By Antony Bell

Opposite to the existing inspiration that folks are an organization's maximum asset, management specialist Antony Bell attracts jointly compelling facts to argue that it really is leaders that take businesses from strong to nice. Bell is going correct into the center of what defines this greatness: wisdom, talents, and abilities mixed with the interior characteristics that force noble motion.

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Both of which will be unpacked in the chapters that follow. THE CHARACTER–COMPETENCE DEBATE The nature of great leadership is an ancient debate. From the beginning of time, poor leadership has been endured and good leadership honored. In ancient Jewish history, King David was described as lead- THE COMPLETE PICTURE ON LEADERSHIP FIGURE 5. ANATOMY OF LEADERSHIP: CURRENT KEY TO SUCCESS COMPETENCE CHARACTER THE SOUL OF THE LEADER THE HEART AND MIND OF THE LEADER The Leader's Inner Drives The Leader's Personal Qualities THE KNOWLEDGE, SKILL, AND TALENT OF THE LEADER + The Leader's Competence in Leadership The Leader's Professional Competence • Market and Industry Knowledge • Functional Expertise • Business Acumen How most leaders get promoted ing his people “with integrity of heart and skillfulness of hands”— poetic code for character and competence that set a standard few of his successors measured up to.

You will make sense of the extraordinary volume of business literature. T H E I M P O R TA N C E O F A L E A D E R S H I P F R A M E W O R K Business books are a booming business—proof, if proof were needed, of the extraordinary hunger for answers in leading, changing, and redefining organizations. As many have pointed out, we do not live in the Information Age, we live in the Information Overload Age. Without a means of evaluating this overload of business information, most leaders either read haphazardly or don’t read at all.

Your innate talent for leadership isn’t enough. Innate talent needs a framework for development—most upcoming leaders are in a position much like that of gifted high school football players in the United States, who need the framework provided by their college sports experience to survive in the National Football League. Leaders stand or fall not so much by their talent or lack of it as by their understanding or misunderstanding of what great leadership is. That’s why leaders need a framework. If you build your leadership from an integrated framework, the quality of the leadership within your organization will be immeasurably enhanced—however large or small your organization and whatever your level of experience.

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