Leaders - Hired, Admired, Fired

Leaders - Hired, Admired, Fired Synopsis

Leaders – Hired, Admired, Fired: Developing Your Leadership Capability traces the policy and practices associated with the development of leaders in organisations. There are many definitions for leaders and leadership. In general, a leader is a person responsible for achieving set objectives through the work of others, and for building and maintaining the team. Leadership, on the other hand, is the ability to influence people to a common purpose, using characteristics that inspire trust and confidence. Leaders – Hired, Admired, Fired tracks the recruitment and assimilation of a leader, and details how a leader can make their mark in an organisation. It also outlines the concerns about forming the correct relationships with people – both internally and externally. Part I (Hired) looked at recruitment and selection, career development, and assimilation. Part II (Admired) addresses the issues of alignment, accountability, and assessment. Part III (Fired) then explores culture, competence and conduct. Leaders – Hired, Admired, Fired concludes with an overview of key insights (Part IV), including leadership skills, leadership capabilities, coaching and teamwork, and successfully managing the complex challenges CEOs can face. It is also full of examples of leadership practices and of how a leader can successfully manage their own career development while also empowering others.

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