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How to Grow Leaders: The Seven Key Principles of Effective Leadership Development (The John Adair Leadership Library) Paperback – 3 Feb 2009

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Product details

  • Paperback: 192 pages
  • Publisher: Kogan page; 1 edition (3 Feb. 2009)
  • Language: English
  • ISBN-10: 0749454806
  • ISBN-13: 978-0749454807
  • Product Dimensions: 14.1 x 1.4 x 21.5 cm
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Bestsellers Rank: 165,778 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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Product Description

Review

"Can contribute to an organization's strategy for development of
its people and future growth of the business."
-- Personnel Today

"Adair is rightly regarded as one of the founding fathers of modern leadership." -- Businessballs.com

"This book aims to set the record straight on leadership development. A high ideal to aim for but actually John Adair pulls it off..." -- IET Engineering Management

John Adair is internationally acknowledged as an authority on
leadership.
-- Strategic Direction --This text refers to an out of print or unavailable edition of this title.

Book Description

How to Grow Leaders analyses the nature of leadership and identifies the key principles of effective leadership development. It describes how to select, train and educate leaders at team, operational and strategic leadership levels.

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Customer Reviews

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Most Helpful Customer Reviews

36 of 36 people found the following review helpful By Gaurav Sharma VINE VOICE on 31 July 2005
Format: Hardcover
Today's fiercely competitive business environment demands that professionals step-up and be counted if their company is to discover a recipe for success. Leadership qualities in professionals at all levels of the management hierarchy play a key role in business success. In this day and age when mediocre team management is a not an option comes the book How To Grow Leaders; another masterstroke by John Adair, the author of the best-selling classic - Not Bosses But Leaders.

Adair who transformed the understanding of how leadership works with his pioneering concepts and thoughts in Not Bosses But Leaders, marks a return with his latest work which explores exactly what we know about leadership and leadership development. Adair fittingly infers that the secret of business success is excellence of leadership at all three levels - strategic, operational and team, a nomenclature that is now beginning to catch on, much of the credit for which goes to him.

Adair has divided How To Grow Leaders into two parts, namely - 'Exploring leadership: A personal odyssey' and 'How to grow leaders: the seven principles'. In the first part of the book, he invites the reader to join him on a journey of discovery about the nature of leadership and how it can be taught. By the end of the first part one gets a unique insight into the heart of leadership following, in Adair's own words, 'three uphill paths - the Qualities approach (what a leader has to be), the Situational approach (what a leader has to know), and the Group or functional approach (what a leader has to do).' All of the three paths, according to the author must be thought of as whole, for when put together they constitute nothing less than the generic role of a leader.
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18 of 20 people found the following review helpful By Tj Waygood on 12 Jun. 2005
Format: Hardcover
John Adair published THE first book on Leadership Development in 1968, another one was published 5 years later. The library of congress now holds 94,000 volumes, leadership has been split into a complexity of over 420 "competencies" identified by a multitude of authors.
A simpler picture is needed. Some clear thinking and some proven research.
"How to Grow Leaders" delivers this in an engaging way, logical and drawing on a vast hinterland of knowledge.
The first part summarises what is needed in terms of Generic Qualities, Action and the situation to define excellent leadership at the team, operational and strategic level. He is nervous of the trend to look at "follower ship", and prefers the "willing partners" analogy for people who are well led.
Characteristics and qualities of Great Leaders according to John include;
• Exemplification of 4/5 qualities expected within the particular role or situation
• Generic Qualities including; Integrity, Trust, Mix of toughness & fairness, Personal warmth & humanity, Humility or a lack of arrogance.
John's 3 circles model focuses on what Leaders do; achieve tasks, focus on the needs of the individual and focus on the needs of the team.
Part 2 outlines the 7 principles for Growing Leaders, illustrated by case studies and tinged with the authors frustration at the lack of clarity and clear thinking evident in most organisations. First principle - the CEO must own the problem and opportunity.
Part 2 takes you through a prescription for leadership development and maps a personal intellectual journey of the worlds first leadership and leadership development expert.
It is an epic, written by a pre-eminet, multi-faceted man who embodies integrity and intellectual honesty.
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7 of 8 people found the following review helpful By Ihu on 22 Jun. 2012
Format: Paperback
I picked up this book to guide me how to grow leaders from my team. The book does offer on few of its pages good advice on what makes a good leader and how get the these characters out of individuals. However what disappointed me was that too many of the pages are spent on what the author has himself done during his long career and on advertising how he filled the vacuum in leadership training. If someone is interested in the history of the leadership training, yes, this book gives a lot, but it is too weak on the actual substance.
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By Alex on 21 Oct. 2013
Format: Paperback
This is a well thought out and structured book that will appeal to those who have leadership aspirations in both the public and private sectors. Additionally, it will help organisations and their senior leadership teams construct meaningful leadership development programmes that engage with the corporate strategy and message of the organisation. Each chapter is designed so it interlinks and builds on other chapters. The author puts forward a number of explanations and models that are in one sense straightforward but are complex and deep in another. This allows the reader to think meaningfully about how they and their organisation develop themselves and the next cadre of strategic leaders within their organisation. This is aided by the case studies utilised in this book along with key points sections that encapsulate the notable aspects and messages of each chapter. Whilst, in the second section of the book, the author provides the reader with a checklist of questions in certain chapters. These are designed for individuals and organisations to undertake retrospection in terms of their leadership development activities to date and how they should deal with this issue in the future. From my perspective, the two key messages of this book are firstly, how individuals think about leadership and secondly, how they communicate their key messages, vision and values.
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