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Extraordinary Leadership: Creating Strategies for Change
 
 

Extraordinary Leadership: Creating Strategies for Change (Paperback)

by Peter J. Reed (Author)
4.0 out of 5 stars See all reviews (1 customer review)

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Product details

  • Paperback: 256 pages
  • Publisher: Kogan Page Ltd (1 Oct 2001)
  • Language English
  • ISBN-10: 0749435127
  • ISBN-13: 978-0749435127
  • Product Dimensions: 24 x 16 x 2.1 cm
  • Average Customer Review: 4.0 out of 5 stars See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 3,063,581 in Books (See Bestsellers in Books)
  • See Complete Table of Contents

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Product Description

Training Journal, February 2002
‘As always, Kogan Page has produced a book that is beautifully laid out, accessible, in a clear font and well presented.’

Product Description
Leadership is about converting vision into reality via strategic thinking and co-ordinated action. It is about defining and clarifying a vision and inspiring others not only to 'sign up' to the vision, but to commit themselves enthusiastically to sharing responsibility for the process of implementing it. In business, leadership often involves co-ordinating the process of major organisational change through considerable resistance and in turbulent operating environments. This is never easy. Extraordinary Leadership provides a unique synthesis of key leadership concepts from the perspective of the author's 18 years international experience in leadership development and consulting. It also includes a 'toolkit' with which leaders can empower members of their management teams. Particular emphasis is given to how to develop a strategy and plan for the business challenges of the new global economy and the internet age.

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4.0 out of 5 stars Easy to read practical guidance on leadership., 28 Feb 2002
By A Customer
Peter Reed has produced a 'management' book about Leadership that is easy to read and which mixes elements of leadership theory with substantial doses of practice based on many years' work around the world. Whilst ostensibly about Extraordinary Leadership, many of the things he discusses often strike one as bordering on common sense and applicable in many different situations ... but then he does say that good sense is often not common enough!

It seems to be a helpful reminder that a key role of leaders is to ensure that the ways things get done in their organisation are addressed and improved; it is not just about looking at the bottom line and expecting things to get better by doing things in the same old way. His espousal of the organisation as an organic system ("a frog") with numerous interconnections, came to life for me when he gives the example of the cuts made to the UK railway system in the 1960s. "How many lessons have we learned since then?" I wondered.

Peter suggests a number of helpful tools and ideas to help leaders and their organisations, including the Balanced Scorecard and the EFQM Excellence Model. But he also says that leadership has to take place every day (and at all levels). It is indeed about much more than just 'hard wiring' the latest tools into the organisation.

On many occasions reading the book, I thought what a great pity it is that what he outlines is not practised by many more leaders, in both the public and private sectors. He's right: good sense is not always that common. I would be nice to think that it would be less rare if people adopted some of the ideas in this book! I hope I can do so also.

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