What You Don't Know about Leadership, But Probably Should summary

Introduction

What you don't know about leadership, but probably should by Jeffrey A. Kottler. Great leaders embrace their limitations and build trust to inspire their teams. Do you dread your morning alarm, that shrill herald of the day's drudgery?

If so, you're not alone. In fact, you're in the majority. An astonishing 80 percent of American workers report being disengaged or dissatisfied with their job. What's the reason behind this depressing statistic?

One of the biggest factors is bad leaders. No one wants to face day after day of being led by someone who neither listens nor extends trust. No one wants a leader who thinks there is only one way to do things. There has to be a better way to lead, right?

Well, there is. Leaders can not only help employees manage the 9 to 5. They can inspire them to solve problems and reach new levels of success and work satisfaction. In these chapters, you'll discover the three most important characteristics of a great leader.

You'll learn why phones kill effective meetings. You'll also learn what Horatio Nelson and Sir Francis Drake can teach us about leadership.

good leaders respect expertise

Good Leaders Respect Expertise Good leaders understand their own ignorance and respect their subordinates' expertise. If you've been working long enough, it's only a matter of time before you end up with one. That one may be a bad boss. But have you ever asked yourself what it is that makes some people so bad at leading effectively?

One trait common to bad bosses is that they believe they know everything. Great leaders, in contrast, know that it's impossible to know it all. This is especially true in today's chaotic, fast-changing environment. Michael Skelly is an experienced leader responsible for launching several successful companies focused on renewable energy.

While earning his MBA at an Ivy League school, Skelly realized that his classmates were bright. However, they were often too scared to ask questions, since asking would reveal a lack of knowledge. At the same time, Skelly found that these classmates all respected his willingness to speak up. They also respected his willingness to admit his ignorance.

Skelly now incorporates this refreshing honesty into all his business dealings. When asked about his greatest strength as a leader, he points to his ability to ask questions. He also points to his ability to admit when he doesn't understand something. Skelly's example also shows that being a humble leader is important.

This is especially true today, when more organizations are moving toward democratic and decentralized leadership structures. Universities and hospitals, as well as pharmaceutical and technology companies, are all favoring participatory leadership. This approach brings employees from every level into the decision-making process. Rather than adhering to the traditional model, these organizations are implementing more democratic and collaborative structures.

The traditional model has everyone obey orders passed down from on high. Appropriately enough, the author has found that know-it-all leaders are most resented within democratically run organizations. Doctors, professors, software engineers, and scientists lodge the most complaints about bosses who stick their noses into their work. So a good leader isn't one who barks orders or thinks they have all the right answers.

A good boss knows when to stand back and trust that their staff can make decisions. They trust staff to do the job they've been hired to do.