 Developing strategyKeith Patching Chapter 10 in Leadership, Character and Strategy, 2007, pp 121-129 from Palgrave Macmillan Abstract: Abstract The previous nine chapters have been diagnostic; the remainder of the book is about development. What Chapters 1 to 9 may have helped you do is to make a clear assessment of: What is really important to you — your core values How you are living your life now, and how this lifestyle differs from your Home Base Your job role, and the extent to which it fulfils your needs for self-respect How you have thought about, and practised leadership to date In my experience, many people in leadership roles have collected a toolkit of leadership techniques, all of which have their merits, but many of which are hard for them to apply effectively. Warriors who try to suppress their innate tendency to lead from the front may become frustrated with the back seat they try to sit in, and feel they are failing to add value. But if they have been taught to empower people, and not to get too involved, they try valiantly to put into practice something that they cannot truly believe in, and consequently help no-one, even themselves. Keywords: Leadership Style; Primary Driver; Personal Proactivity; Leadership Strategy; Innate Tendency (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62542-6_10 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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