Self-Management and Leadership Development

The idea behind the book is to bring together sources on the self-management of leadership development. Almost all leadership development depends on the leader’s ability to manage his or her personal development. It is timely because there is currently no single volume that covers the topic, and it is relevant because leadership is an extremely important issue for the success of our organizations, countries and society in general. The editors have done a great job of identifying top quality authors and combining their contributions into a very worthwhile volume. Ivan Robertson is from the University ofLeeds, UK.

The perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development is offered by Self- Management and Leadership Development.

The book is different from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than relying on others, such as their organization, to guide them. The importance of self-awareness is emphasized by expert scholars in the area of leadership. Explicit recommendations are given on how to manage self-assessment as a starting point for development. Insights and practical recommendations on how individuals can self-manage through a number of typical leadership challenges are presented by the contributors.

Managers who engage in leadership development for themselves or others should not be without this important resource. It’s useful for consulting firms and training institutions that offer leadership development programs.

Table of Contents:

PART I: SELF-AWARENESS AND LEADERSHIP DEVELOPMENT

1. The individual has a role to play in self-assessment for leadership development. Allan H. Church and Christopher T.

2. The development of emotional, social and cognitive intelligence in managers is inspiring. They are Richard E. Boyatzis, Tony Lingham and Angela Passarelli.

3. There are problems with the self-assessment process. James G.S. Clawson.

4. Taking charge is when you discover the magic in your assessment. Davis is a woman.

5. The leadership gap is assessed. There are two people, Jean Brittain and Leslie.

6. Interpersonal Competencies and Emotional Intelligence. Ronald E.

7. How to make a difference. Stewart Emery.

PART II: THE SELF-MANAGEMENT OF COMMON LEADERSHIP CHALLENGES

There are 8. Managing your career in hard times. They are John Blenkinsopp, Yehuda Baruch and Ruth Winden.

There are 9. There are personal goals for self-Directed leaders. Thomas S.

10. The best practices for leadership development are self-directed work teams. Wendy L. Bedwell, Jessica L. Wildman, and Eduardo Salas are related.

11. Work Motivations and Job Behaviors can be found in work and life. Ronald J. Burke.

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13 Leadership and resilience are related to self-management of failure. There are two people, Mitchell G. Rothstein and Gillian A. King.

There are 14. The role of social networks in self- learning processes. Krista Langkamer Ratwani, Stephen J.

PART III: SELF-MANAGEMENT AND UNIQUE LEADERSHIP CHALLENGES

15. Global leaders have self-assessment and self- development. Paula Caligiuri and Ruchi Sinha.

16. A study of female academic leaders in Australia. Susan Vinnicombe and Linley Lord.

17 Next generation business leaders are being prepared. They are Philip Mirvis, Kevin Thompson and Chris Marquis.

18. Leadership development for all. They are Lyndon Rego, David G. Altman and D. Harrison III.

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