| Description |
1 online resource (xiv, 217 pages) |
| Bibliography |
Includes bibliographical references and index. |
| 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 |
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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 |
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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 |
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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 |
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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 |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
Industrial management.
|
|
Industrial management |
| Added Author |
Taylor, Michael (Managing director of Xponential (Pty) Ltd), author.
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Du Buisson-Narsai, Ingra, author.
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| Added Title |
Everything you ever wanted to know about managing people but were afraid to ask |
| Other Form: |
Print version: Stout-Rostron, Sunny Management Mastery and Practice Series Randburg : Knowledge Resources,c2022 9781869229443 |
| ISBN |
1869229452 (electronic bk.) |
|
9781869229450 (electronic bk.) |
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