دانلود کتاب دنبال کردن ارزش‌های رهبری، چطور استاد شوید و بر دیگران تاثیر گذارید

Before we settle into our discussion together, let me introduce myself. Hi, I’m Ben—a Cajun boy born and raised in South Louisiana. I’m a devoted husband and father. I’m endlessly curious, and as you’ll see shortly, I’m fascinated by humans and, in parti cular, the human mind. When I’m the best version of myself, I’m a happy-go-lucky guy who loves to laugh and have a good time. That said, I’m also a very hard worker and set high standards for myself and those I work with. Since I was in grade school, I knew I wanted to be a psychologist. When I was a senior in high school, my classmates and I each created a personalized CD that represented our career and life goals. We were asked to write key themes on the cover of the CD and on mine, I wrote “psychologist” and that I wanted to earn a PhD in the field. I’ve done exactly that and my particular brand of psychology is organizational psychology—a subfield focused on applying the principles of human psychology to the workplace. As an organizational psychologist, my job is to help people and organizations be more effective. And by effective, I don’t just mean producing more and making more money. That’s part of it. But as I’ve learned, work can and should be healthy for people and when it is, the business outcomes organizations strive for become much more attainable. This book details many of the lessons I’ve learned (so far) about leading and influencing people. Like everyone, I’m on a lifelong learning journey and my passion is helping people to be productive, happy, and healthy at work. Most of my work and research has focused on organizational practices that do just that. My professional interests are eclectic. Throughout my career, I have focused on how to select the best employees, effectively train employees, measure people’s attitudes, and predict what they’ll do in the future. I should note that I never intentionally set out to be an expert in organizational leadership. That was never my objective. But time and time again, I have found that what really makes employees tick—and on the flip side, what demoralizes them—can be traced back to the people who lead them. And the more I study what drives productive consumer attitudes and behaviors, the more convinced I become that leaders hold ultimate responsibility. What I’ve learned about leadership has also been heavily influenced by my work as a consultant and the formal and informal leadership roles I’ve held over the years. Now, if we were to walk around and ask random people about the leaders they follow, we’d probably find that those leaders fall into one of two buckets: – Leaders who people follow because they have to, – Leaders who people follow because they want to, This, of course, is an oversimplification because leaders can be both. But this simple framework hits home for many of my business clients. Think about yourself for a moment. Regardless of whether people in your company formally report to you, you surely lead and influence your fellow coworkers and customers. That makes you a leader. When you consider the type of leader you are, which category best describes you? The more important question for our purposes is what type of leader do you want to be? If your answer is a leader whom people want to follow, then I think you’ll enjoy our conversation together. Sadly, most of us are all too familiar with leaders who fall into the first category—those we follow because we have to—and perhaps, if we’re honest with ourselves, we might admit that we’ve been this type of leader at times. Sometimes these leaders thrive in organizations because they “deliver results.” Many leaders throughout history and still today have wielded positions of power over others and have been successful at driving increased profits and margins and moving up the corporate ladder. On the most extreme end, I often think of highly influential autocrats and tyrants throughout history: leaders whose marks on humanity are stained with blood, driven by personal greed and a lust for power. On the less extreme end, we can all picture leaders who’ve ascended to high ranks but command little volitional followership—the Bill Lumbergs of the business world (Judge, 1999). They lead by intimidating others, posturing, and playing politics. People follow them, essentially, because they feel they have to. Theoretically, you could choose this path and be successful if you ascribe to a narrow definition of success like more money and power. But in my opinion, this path is selfish and lazy. This style of leadership is often deeply rooted in insecurity and painful life experiences. This style of leadership takes its toll. Let this be a warning: choose this path at your own risk. The path to becoming a leader people want to follow, on the other hand, takes far more courage. You’ll have to sacrifice a lot. You’ll have to set aside quick fixes. This path takes bravery and hard work. It’s not a lazy path. But it is an honorable one. And the fruits that your journey will yield will be immeasurable. Much like the parable of the mustard seed, your path will start with the smallest of behavior and mindset shifts. The changes might feel insignificant at first, just like the tiny mustard seed, but, if you continue to feed the seed, it will grow and grow. By choosing this path, you’ll be far more likely to find fulfillment and long-term happiness.