|
|
The Enthusiastic Employee:
Organizations have many ‘leaders’ – that is, those in positions of formal authority with others reporting to them… power does not a leader make.
|
414 |
|
|
The Enthusiastic Employee:
…organizations say they seek and want to developer ‘leaders,’… they almost invariably mean the ability to inspire employees.
|
415 |
|
|
The Enthusiastic Employee:
…leadership applies at all levels, and it emerges even when not accompanied by formal authority.
|
415 |
|
|
The Enthusiastic Employee:
…leadership is not simply about a position or title. An individual can have a high-sounding title such as CEO and not be considered a leader. And that… is an enormous problem.
|
415 |
|
|
The Enthusiastic Employee:
Voluntarily following a leader is… making a bet on the future, relinquishing some degree of control over one’s fortune to someone else in the expectation that benefits will accrue from it.
|
416 |
|
|
The Enthusiastic Employee:
Leadership… is not a solo act: it is a relationship between the parties with obligations on both sides. It is not simply the leader determining the direction and telling his followers…
|
416 |
|
|
The Enthusiastic Employee:
Genuine leadership requires an understanding of what the follower wants and how the leader can help them get it.
|
416 |
|
|
The Enthusiastic Employee:
…genuine leadership… is congruent in all aspects only with a Partnership culture.
|
416 |
|
|
The Enthusiastic Employee:
The leader-as-partner, having trust in his subordinates, is comfortable distributing the power to them…
|
417 |
|
|
The Enthusiastic Employee:
…business leaders seen as possessing charisma have almost invariably been known to have achieved outstanding business results.
|
418 |
