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The landmark guide that built a generation of extraordinary leaders-fully updated and revised
The definitive guide to 21st Century business leadership,
The New Extraordinary Leader shook the foundations of leadership as we knew it when it was published in 2002. Since then, we have seen tectonic shifts in the world of business-and this revised and updated edition provides the data and insights you need to address them all.
Jack Zenger and Jim Folkman's proprietary 360 feedback assessment of leaders in the real world-how they lead, what works, and what doesn't-provides the data that makes
The Extraordinary Leader unique in a crowded field of such books. In this new edition, the authors deliver proven lessons based on feedback from 120,000 leaders from all corners of the globe.
Inside, you'll find:
. New chapters on leadership competencies, cross training, and self-development
. New methods for getting inspired and empowered by demystifying leadership
. New evidence on many ways leaders can singlehandedly boost innovation, employee engagement, profitability, and more
. New research on the importance of developing strong leadership teams
If you're looking to dramatically step up your leadership game, if you're looking for hard evidence of how to do it the right way, and if you're looking to drive measurable positive change in your organization-you need look no further.
The New Extraordinary Leader, Third Edition delivers the information and insight you need to lead effectively in today's volatile, global economy.
List of contents
Acknowledgments
Introduction
PART I
HOW INDIVIDUALS DEVELOP THEIR
LEADERSHIP CAPABILITY
1 Demystifying Leadership
2 Great Leaders Make a Great Difference
3 The Competency Quest
4 How The Extraordinary Leader Behaves
5 Great Leaders Possess Multiple Strengths
6 Leaders Must Fit Their Organization
7 Fatal Flaws Must Be Fixed
8 Alternative Paths for Leadership Development
9 How Individuals Develop Themselves
PART I I
THE ORGANIZATION'S ROLE IN
FILLING THE LEADERSHIP PIPELINE
10 Tailor Leadership Development to the Organization
11 Define the Scale and Scope
12 Ensure Executive Support
13 Use Powerful Learning Methods
14 Embed Leadership Development into the Culture
15 Sustain and Follow-Through
PART I I I
TOPICS OF SPECIAL INTEREST
16 Women in Leadership
17 Measure Improvement
18 Develop Leadership Teams
Appendix: Research Methodology
Notes
Index
About the author
John H. Zenger, D.B.A., is CEO of Zenger Folkman, a firm that helps organizations and individuals improve leadership effectiveness that, in turn, drives business results. These results include increasing employee engagement, retention, productivity, and bottom-line profitability. He is a member of the HRD Hall of Fame and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams.
Joseph R. Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the subject of creating and using employee surveys to create organizational change and 360- degree feedback assessment for individual development. Folkman is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference.
