Two essential aspects of being an effective leader are first, understanding and managing yourself and second, understanding and managing your job. This chapter draws on what others have learnt, including the DGMs who took part in the tracer study, to try and help you to do both. So it is intended as practical guidance and not as a psychological account.
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Notes and References
- 1.Warren Bennis and Burt Nanus, Leaders: Five Strategies for Taking Charge (New York: Harper & Row, 1985) p. 56.Google Scholar
- 3.Rosemary Stewart, Choices for the Manager: A Guide to Managerial Work and Behaviour (Maidenhead: McGraw-Hill, 1982).Google Scholar
- 4.There are a number of useful books on the management of time, for example: John Adair, How to Manage Your Time (Guildford: Talbot Adair, 1987);Google Scholar
- Sally Garratt, Manage Your Time (London: Fontana/Collins, 1985);Google Scholar
- Alan Lakein, How to Get Control of Your Time and Your Life (Aldershot: Gower, 1984).Google Scholar
- These are useful ‘how to do it’ books; a different kind of book is Rosemary Stewart, Managers and Their Jobs: A Study of the Similarities and Differences in the Ways Managers Spend Their Time, 2nd edn (London: Macmillan, 1988) which reports a study of how 160 managers spent their time, illustrates different forms of diary-keeping and the lessons that the participant managers drew about using their time more effectively.Google Scholar
- 6.Sune Carlson, Executive Behaviour: A Study of the Workload and Working Methods of Managing Directors (Stockholm: Strömbergs, 1951).Google Scholar
- 7.Suresh Srivastva and Frank J. Barrett, ‘Foundations for Executive Integrity: Dialogue, Diversity, Development’, in Suresh Srivastva and Associates, Executive Integrity: The Search for High Human Values in Organizational Life (San Francisco: Jossey-Bass, 1988) pp. 298–9.Google Scholar