O'Reilly logo

Stay ahead with the world's most comprehensive technology and business learning platform.

With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more.

Start Free Trial

No credit card required

The New SuperLeadership

Book Description

The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling.
Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization.
Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "heroic" leadership. They show that a leader truly becomes successful by turning followers into extraordinary self-leaders-pillars of strength that will support the organization at every level. They detail a series of action-oriented steps through which the SuperLeader provides an opportunity for followers to express and develop their own leadership skills-and in the process become highly motivated, dynamic contributors.
The New SuperLeadership critically reviews traditional leadership styles, vividly illustrating the drawbacks of each: the "Strong Man" whose reliance on fear-based compliance smothers initiative; the "Transactor" who promotes a narrow "what's in it for me?" mentality; and the "Visionary Hero" whose powerful personality inspires commitment but inadvertently discourages independent thinking. By bringing out the leader in every employee, SuperLeadership enables leaders to avoid these pitfalls and develop an enthusiastic, innovative and energized workforce.
The New SuperLeadership is a radically new way of looking at leadership, offering a leadership paradigm ideally suited to the realities of the modern workplace. It reveals that the only way to succeed today is to tap into the innate leadership potential that lies within every employee.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Acknowledgments
  5. Introduction: A Call for SuperLeadership
    1. A BRIEF HISTORY OF SUPERLEADERSHIP
    2. SUPERLEADERSHIP: EVEN MORE IMPORTANT FOR THE 21 ST CENTURY
    3. SO WHAT’S NEW THIS TIME? LEADERSHIP IN THE AGE OF INFORMATION
    4. SOME SUPERLEADERSHIP THEMES
  6. Part I The Ghosts of Leadership: Past, Present, and Future
    1. 1 Leadership in the 21st Century
      1. THE TECHNOLOGICAL REVOLUTION
      2. THE ORGANIZATION OF THE 21 ST CENTURY
      3. PEOPLE OF THE INFORMATION REVOLUTION
      4. LEADERSHIP FOR THE 21 ST CENTURY
      5. WHAT IS SELF-LEADERSHIP AND SUPERLEADERSHIP?
      6. EMPLOYEE SELF-LEADERSHIP IS THE KEY TO 21ST CENTURY LEADERSHIP
      7. SUPERLEADERSHIP VERSUS TRADITIONAL VIEWS OF LEADERSHIP
      8. THE CHALLENGE AND OPPORTUNITY OF LEADING IN THE NEW ERA
    2. Dennis Bakke of AES Corporation
      1. FROM PERSONAL TO CORPORATE VALUES
      2. THE PERFORMANCE OF AES
      3. MODELING AND ENCOURAGING SUPERLEADERSHIP
    3. 2 The Strongman, Transactor, Visionary Hero, and SuperLeader
      1. WHAT IS LEADERSHIP?
      2. THE STRONGMAN
      3. THE TRANSACTOR
      4. THE VISIONARY HERO
      5. THE SUPERLEADER
      6. IS ONE TYPE OF LEADERSHIP BEST?
      7. THE CHALLENGE OF SUPERLEADERSHIP
      8. PUTTING SUPERLEADERSHIP INTO PRACTICE
    4. Chainsaw Al— SuperLeader Not!
      1. THE “SLASH AND BURN” LEADER
      2. SUNBEAM—CHAINSAW’S WATERLOO
    5. 3 SuperLeadership 101: The Basics for Unleashing Self-Leadership
      1. SELF-LEADERSHIP AS A PERSONAL CHARACTERISTIC
      2. SHIFTING TO SELF-LEADERSHIP
      3. WHEN SHOULD LEADERS ENCOURAGE FOLLOWER SELF-LEADERSHIP
      4. A NOTE OF CAUTION ABOUT TOO MUCH CAUTION
      5. SHIFTING FROM DEPENDENCE TO INDEPENDENCE
      6. SUPERLEADING INDIVIDUALS, TEAMS, AND ORGANIZATIONS
    6. Percy Barnevik of ABB
  7. Part II Self-Leadership Strategies: Leading the One in the Mirror
    1. 4 Self-Leadership in Action
      1. SELF-LEADERSHIP STRATEGIES FOR EFFECTIVE ACTION
      2. AN EXAMPLE OF SELF-LEADERSHIP IN ACTION
      3. CONCLUSION
    2. Carly Fiorina of Hewlett-Packard
      1. LEADING YOURSELF
      2. LEADING OTHERS
      3. LEADERSHIP FOR THE FUTURE
    3. 5 Self-Leadership Through Natural Rewards
      1. BUILDING NATURAL REWARDS INTO TASKS
      2. WHAT ARE NATURAL REWARDS?
      3. WHY ARE SOME ACTIVITIES NATURALLY REWARDING?
      4. SELF-REDESIGN OF TASKS
      5. FINDING NATURAL REWARDS AROUND US
      6. CONCLUSION
    4. 6 Self-Leadership of the Mind
      1. CHANGING THE WAY WE THINK
      2. MANAGING THOUGHT PATTERNS AND EMOTIONAL INTELLIGENCE
      3. ON LEADING YOURSELF
    5. SuperLeadership in the Information Age—Leading By Creating Knowledge Self-Leaders
      1. CHARACTERISTICS OF KNOWLEDGE-INTENSIVE ENVIRONMENTS
      2. THE SUPERLEADERSHIP APPROACH TO KNOWLEDGE MANAGEMENT
      3. CONCLUSIONS
  8. Part III SuperLeadership— It’s in the Details
    1. 7 Leading Others to Lead Themselves
      1. THE LANGUAGE OF SUPERLEADERSHIP
      2. SUPERLEADERSHIP AND MENTORING
      3. GUIDING THE TRANSITION TO SELF-LEADERSHIP
    2. MacGregor—Insisting On Self-Leadership
      1. MACGREGOR’S MODUS OPERANDI
      2. EMPLOYEE VIEWS OF MACGREGOR
      3. HEAD-OFFICE ASSESSMENT OF MACGREGOR
      4. MORE POINTERS ON MACGREGOR’S STYLE OF MANAGING
      5. MACGREGOR’S CONTROL SYSTEMS
    3. 8 Leading Individuals to Become Self-Leaders
      1. DEVELOPING SELF-LEADERSHIP THROUGH MODELING
      2. DEVELOPING SELF-LEADERSHIP THROUGH GOAL SETTING
      3. DEVELOPING SELF-LEADERSHIP THROUGH REWARDS
      4. DEVELOPING SELF-LEADERSHIP THROUGH POSITIVE THOUGHT PATTERNS
    4. Herb Kelleher of Southwest Airlines
      1. KELLEHER: A MODEL OF SUPERLEADERSHIP
      2. VALUES THAT FOSTER SELF-LEADERSHIP AT SOUTHWEST
      3. BEYOND THE LEADER: THE CHALLENGE OF SUSTAINING SELF-LEADERSHIP
    5. 9 Leading Teams to Self-Leadership
      1. SELF-MANAGING TEAMS: SOME BACKGROUND
      2. SELF-MANAGING TEAMS IN ACTION
      3. LEADING SELF-MANAGING TEAMS
    6. Joe Paterno and Phil Jackson— SuperLeadership in Sports
      1. JOE PATERNO
      2. PHIL JACKSON
    7. 10 Leading Organizational Cultures to Self-Leadership
      1. CREATING SUPERLEADERSHIP THROUGH ORGANIZATIONAL STRUCTURES
      2. CREATING SUPERLEADERSHIP THROUGH HUMAN RESOURCE SYSTEMS
      3. CREATING AN ORGANIZATIONAL CULTURE OF SUPERLEADERSHIP
      4. SUPERLEADERSHIP AND CULTURE
      5. CULTURE AND SUPERLEADERSHIP: MORE THAN THE CEO
    8. (More) Dennis Bakke of AES Corporation
      1. REINFORCING SELF-LEADERSHIP THROUGHOUT THE ORGANIZATION
      2. CONSTRUCTIVE REPRIMAND,WITH AN EMPHASIS ON SELF-LEADERSHIP
      3. BUILDING A CULTURE THAT FOSTERS SELF-LEADERSHIP
      4. DEVELOPING SELF-MANAGING TEAMS
      5. SUPERLEADERSHIP: WHO MAKES DECISIONS?
  9. Part IV SuperLeadership in the 21st Century
    1. 11 Leadership: A Hero or Hero-Maker?
      1. SUPERLEADERSHIP: A WAY TO MEET THE CHALLENGE OF LEADING IN THE 21ST CENTURY
      2. LEADERSHIP.COM
      3. BEYOND WINDOW DRESSING: REALSELF-LEADERSHIP ON THE FRONT LINES
      4. SUPERLEADERSHIP AT ITS ESSENCE
      5. THE SUPERLEADERSHIP SURVIVAL GUIDE
      6. SEARCHING: NOT FOR HEROIC LEADERS BUT FOR HERO-MAKERS
  10. Notes
  11. Index
  12. About the Authors