The Extraordinary Leader
The Extraordinary Leader by John Zenger, published by McGraw-Hill Professional in 2002, offers a research-based exploration of leadership dynamics. This 296-page book analyzes 200,000 assessments from 20,000 managers, providing new insights into the development of effective leadership and its impact on organizational performance. It emphasizes the necessity of cultivating exceptional leaders rather than settling for adequate ones, presenting a fresh model that challenges traditional views on leadership competencies.
Readers will find a detailed examination of 16 key competencies that distinguish great leaders from their average counterparts. The book underscores the significance of maximizing strengths rather than merely addressing weaknesses, introducing the concept of balanced strengths for effective leadership. By focusing on these aspects, The Extraordinary Leader aims to provide a comprehensive understanding of how leadership behavior correlates with competitive advantage in any organization, making it a valuable resource for those interested in business and management.
Official synopsis Publisher
Secrets for developing leadership and competitive advantage in any organization The Extraordinary Leader is a research-based book about leadership. It analyzes 200,000 assessments from 20,000 managers and presents new insights that demystify this complex subject. It clearly establishes the importance of developing great leaders versus being satisfied with merely good ones, and highlights the link between leadership behavior and an organization’s performance. From the authors’ research, a new model of leadership emerges that challenges long-held beliefs about leadership competencies. The authors identify 16 competencies that tower above all the others-the ones that separate great leaders from the average. One of the book’s major breakthroughs is its focus on the importance of maximizing strengths as opposed to merely correcting weaknesses. Further, the importance of balanced strengths is introduced: when strengths are clustered in one area, the leader is less effective than he or she could be with strengths in different areas.
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