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The Manager as Leader

B. Keith Simerson and Michael L. Venn

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Format: Hardcover, 232pp.
ISBN: 9780275990107
Publisher: Praeger Publishers
Pub. Date: June 30, 2006

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Description and Reviews
From The Publisher:

An invisible line between individual contributor and leader was once thought to exist, separating "leaders" from "followers." Two decades of downsizings and rightsizings have forever blurred this distinction and left us with three fundamental challenges:

(1) How can an organization elicit leadership from everyone?
(2) How can those who choose to lead influence others to perform more effectively and efficiently than they ever thought possible?
(3) How can leaders continue to be successful when the environment in which they lead is constantly changing?

Addressing these challenges requires a certain awareness and nimbleness on behalf of the person thinking and acting as the "leader," regardless of their formal position. The Manager as Leader presents practical strategies, tools, and techniques for developing the leadership mindset and applying it on a daily basis. The book introduces the "Contextual Leadership Model," which identifies nine fundamental leadership roles and six common contexts in which leadership is exercised, and guides readers toward matching their roles and actions to the particular context at hand; it also shows readers how to anticipate changes in context and adjust their roles and actions accordingly.

Packed with illustrative examples, diagnostic tools, worksheets, and other interactive elements, and featuring an extensive listing of resources, The Manager as Leader is a hands-on guide to the art of leadership, whether you are an executive, manager, supervisor, or aspiring leader anywhere in the organization.


"Leaders in any realm are expected to deliver results. This book reminds us that the 'how' is just as important as the 'what.' With useful tools that can be applied immediately, The Manager as Leader is a great resource for leaders at any level, and its lessons are easily transferable to our current dilemmas."
—Laura E. Kohler SVP-HR, Kohler Co.

"Leadership is the most personal of relationships, inspiring hope and building community across a range of followers. As such, roles, relationships and the press of multiple situations can blind and impede a leader's effectiveness. Simerson and Venn's model clarifies situations, roles, and leadership requirements to serve as a clear guide to any leader to quickly find their orientation across a range of shifting issues, changing organizational life-cycles and follower needs. I heartily recommend this book as a clear navigational tool for the leadership landscape."
—William Clover Former VP and CLO Williams Companies

"John Kotter, one of the world's foremost authorities on leadership, notes that the key role of a manager is to manage complexity, but the role of a leader is to manage change. B.K. Simerson and Michael Venn have put flesh on Kotter's conception of leadership, outlining nine roles that leaders need to perform to manage change in the world today. In a simple, straightforward style, they provide powerful insights and tools to help leaders develop the capacity to meet the demands of today and tomorrow."
—Stephen H. Rhinesmith Partner, Mercer Delta Executive Learning Center

"The Manager as Leader clearly defines nine leadership roles, and I believe all leaders in business today will easily relate to these various roles. I would encourage any leader moving from one organization to another to clearly understand the key enablers of leadership, which may provide them with a road map to success in transitioning. While different leadership roles may be required as one moves from organization to organization, there can be no substitute for honesty and integrity on the leader's part, or for the continued commitment to do what has been promised."
—Terry D. Growcock Chairman of the Board & CEO The Manitowoc Company, Inc.

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About the Authors

B. Keith Simerson is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management and corporate strategy. He has served as an adjunct professor at Gardner-Webb University, guest lecturer at Webster University Graduate School, and Associate Editor of the professional journal, Police Chief. He is a frequent presenter at conferences and seminars, has written for Training Director's Forum, and is coauthor of Evaluating Police Management Development Programs (Praeger, 1990), and Fired, Laid Off, Out of a Job (Praeger, 2003).

Michael L. Venn is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management, and corporate strategy. He has presented and taught globally on these topics, and is the author of articles in Executive Excellence and publications of the American Society of Training and Development and the International Society for Performance Improvement. He also serves on the Board of Directors of the Association of Internal Management Consultants.

Table of Contents
Publisher's Noteix
PART I: Principles and Practices
PART II: Leading in Context
4Turning on the Light: Pyramids and the Four-Minute Mile47
5Sharing the Light: Those Amazing Lemmings71
6Using Your Light to Refocus: Chicken Little89
7Using Your Light to Redirect: The Plight of the Knight in Shining Armor105
8Using Your Light to Maintain: John Henry Knew What to Do119
9Receiving the Light: The Saga of the Uninvited Guest139
PART III: Action Plan, Tools, and Resources
10Skills and Competencies157
12Development Plan187
13Action Plan195
14Resources for the Manager as Leader201

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