LEADER 05211nam 22004813 450 001 9910812888603321 005 20220618060209.0 010 $a1-86922-945-2 035 $a(MiAaPQ)EBC29311959 035 $a(Au-PeEL)EBL29311959 035 $a(CKB)23842965600041 035 $a(OCoLC)1330935603 035 $a(EXLCZ)9923842965600041 100 $a20220618d2022 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aManagement Mastery and Practice Series $eEverything You Ever Wanted to Know about Managing People but Were Afraid to Ask 205 $a1st ed. 210 1$aRandburg :$cKnowledge Resources,$d2022. 210 4$dİ2022. 215 $a1 online resource (244 pages) 311 08$aPrint version: Stout-Rostron, Sunny Management Mastery and Practice Series Randburg : Knowledge Resources,c2022 9781869229443 327 $aCover -- 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 -- 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 -- 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 -- The current reality of our world at work -- Towards neurally-aware leader-manager behaviour -- Conclusion. 327 $aChapter 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 -- 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 -- Delegation is developing your team -- Conclusion -- Part Four - Becoming a skilled communicator -- Chapter 11: Managing difficult people and situations -- Improving the effectiveness of your communication skills -- What is the difference between personality and behaviour? -- What do difficult people do? -- Changing behaviour -- Conclusion -- Chapter 12: Assertive communication skills to negotiate behaviour change -- What is assertiveness? -- Blocks to communication -- Five key assertiveness techniques -- Conclusion -- Part Five - Next-level leadership -- Chapter 13: Understanding next-level leadership -- Introduction -- The volatile environment and its impact on leaders -- Acquiring the mind-set of a next-level leader -- The career progression ladder -- The journey to next-level leadership -- Conclusion -- Chapter 14: Conclusion. 327 $aBibliography -- Endnotes -- Index. 606 $aAuthentic leadership 606 $aIndustrial management 606 $aLeadership 615 0$aAuthentic leadership. 615 0$aIndustrial management. 615 0$aLeadership. 700 $aStout-Rostron$b Sunny$01648192 701 $aTaylor$b Michael$041937 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910812888603321 996 $aManagement Mastery and Practice Series$94108935 997 $aUNINA