PDF Ebook The 8 Dimensions of Leadership: DiSC Strategies for Becoming a Better Leader (Bk Business), by Jeffrey Sugerman, Mark Scullard, Emma Wilhe
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Don’t Be a One-Dimensional Leader!
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
Using the third-generation DiSC� online personality assessment—one of the most scientifically validated tools available—The 8 Dimensions of Leadership helps you identify your primary leadership dimension. Whether you are a Pioneering, Energizing, Affirming, Inclusive, Humble, Deliberate, Resolute, or Commanding leader, the authors help you understand the psychological drivers, motivations, and “blind spots” characteristic of your style.
But no single style will take you all the way. A Humble leader may have a hard time making tough decisions. A Commanding leader may run roughshod over potential allies. The authors detail the lessons all leaders can learn from each style, enabling you to craft a multidimensional approach to becoming the leader you aspire to be.
- Sales Rank: #22129 in Books
- Brand: Brand: Berrett-Koehler Publishers
- Published on: 2011-05-16
- Original language: English
- Number of items: 1
- Dimensions: 8.75" h x 5.75" w x 1.00" l, .73 pounds
- Binding: Paperback
- 288 pages
Features
- Used Book in Good Condition
Review
“Presents convincing evidence that the best leaders are not ‘single celled’ or ‘one-trick ponies.’ Leaders will discover new behaviors that enable them to go beyond their autopilot approaches and the ultimate ruts that so many dig for themselves.”
—Jack Zenger, CEO, Zenger Folkman, and coauthor of the bestselling The Extraordinary Leader and The Extraordinary Coach
“The quest for leadership is first an inner quest to discover who you are, and one of the best places to begin that quest is with The 8 Dimensions of Leadership.”
—Jim Kouzes, Dean’s Executive Professor of Leadership, Leavey School of Business, and coauthor of the bestselling The Leadership Challenge and The Truth about Leadership
“An enormously valuable book—I was stunned by its ability to hit home for me in so many aspects of my own current leadership challenges and opportunities.”
—David Allen, Chairman, David Allen Company, and author of Getting Things Done
�
About the Author
Jeffrey Sugerman, Ph.D., is the president and CEO of Inscape Publishing, a leading provider of training materials for the corporate market. Sugerman brings 20 years of experience in senior management, marketing and business development in the technology, training and publishing industries. Mark Scullard, Ph.D., is the director of research at Inscape Publishing, where he is responsible for product development, research strategies and data analysis. He has over a decade of research and data analysis experience when it comes to the development of psychological evaluation tools and methods. He has also been an instructor at the University of Minnesota, where his curriculum includes psychology, experimental psychology and research methods and statistics. Emma Wilhelm, M.S., joined Inscape Publishing in 2008 as part of the product development team. Her publishing career has included work at PhotoAssist, Inc., Acorn Media, and Human Kinetics, and her work has ranged from research, to content development, to acquisitions. Wilhelm left publishing for several years to pursue a career in collegiate coaching and teaching, where she oversaw NCAA and YMCA leadership programs for undergraduates.
Most helpful customer reviews
18 of 19 people found the following review helpful.
A coach in a book
By Sue Hammond
If you haven't looked at DiSC in a few years, pick up this book to see what the innovative leaders at Inscape Publishing have produced. You can take the free assessment with the book and you'll get a one page map that will direct you to the chapters that are relevant to you. Those chapters are focused and action oriented. Anyone can put them to use to become a better leader, team member or just a better colleague. Unlike so many books out there that are full of theory and wasted words, this one is not. It's not a book you read cover to cover. Instead, you read what you need. There is more, and if you wish to read it, it won't be wasted time because every 'lesson' in the book is going to be helpful. The 8 dimensions are ultimately necessary to good leadership, and great teamwork. We're all naturally good at one or two of them, but this book shows us how to ramp up the ones that do not come so easily.
17 of 19 people found the following review helpful.
Making the Acronym DiSC Understandable
By Grady Harp
Jeffrey Sugerman, Mark Scullard and Emma Wilhelm have created a book that employs the DiSC strategies. For those who are unfamiliar with this acronym, the following may be useful: 'DISC is a quadrant behavioral model to examine the behavior of individuals in their environment or within a specific situation (otherwise known as environment). It therefore focuses on the styles and preferences of such behavior. This system of dimensions of observable behavior has become known as the universal language of behavior. Characteristics of behavior can be grouped into these four major "personality styles" - DOMINANCE (relating to control, power and assertiveness), INFLUENCE (relating to social situations and communication,
STEADINESS (relating to patience, persistence, and thoughtfulness) and CONSCIENTIOUSNESS (relating to structure and organization) - and they tend to exhibit specific characteristics common to that particular style. All individuals possess all four, but what differs from one to another is the extent of each. For most, these types are seen in shades of grey rather than black or white, and within that, there is an interplay of behaviors, otherwise known as blends. The determination of such blends starts with the primary (or stronger) type, followed by the secondary (or lesser) type, although all contribute more than just purely the strength of that "signal". Having understood the differences between these blends makes it possible to integrate individual team members with less troubleshooting. In a typical team, there are varying degrees of compatibility, not just toward tasks but interpersonal relationships as well. However, when they are identified, energy can be spent on refining the results. Each of these types has its own unique value to the team, ideal environment, general characteristics, what the individual is motivated by, and value to team.'
'Dominance: People who score high in the intensity of the "D" styles factor are very active in dealing with problems and challenges, while low "D" scores are people who want to do more research before committing to a decision. High "D" people are described as demanding, forceful, egocentric, strong willed, driving, determined, ambitious, aggressive, and pioneering. Low D scores describe those who are conservative, low keyed, cooperative, calculating, undemanding, cautious, mild, agreeable, modest and peaceful. Influence: People with high "I" scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low "I" scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical. Steadiness: People with high "S" styles scores want a steady pace, security, and do not like sudden change. High "S" individuals are calm, relaxed, patient, possessive, predictable, deliberate, stable, consistent, and tend to be unemotional and poker faced. Low "S" intensity scores are those who like change and variety. People with low "S" scores are described as restless, demonstrative, impatient, eager, or even impulsive. Conscientious: People with high "C" styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High "C" people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low "C" scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.'
What the three authors have done in this book is to offer a very straightforward and simple manner of identifying which of these behavioral types defines us and then encourages how to refine these traits so that they become positive aspects of becoming a multidimensional leader. "Don't Be a One-Dimensional Leader!' is their motto. Using the newer (3rd generation from the original 1928 version) DiSC personality assessment we now have 8 dimensions of leadership: Pioneering, Energizing, Affirming, Inclusive, Humble, Deliberate, Resolute, or Commanding leader. By setting out the aspects - pro and con of each of these styles the authors provides lessons on how to adjust the aspects of each of these styles to become a fully dimensional leader, one who capitalizes on their strengths and alters or zests up their weaknesses. Happy with yourself. Happy state from those whom you lead. This is a book rich in information but one that s easily adaptable for personal use - surprisingly so! Grady Harp, May 11
10 of 12 people found the following review helpful.
Superior Leadership Strategies
By Dr. Joseph S. Maresca
The work cites 8 Dimensions of Leadership vital
to success. All 8 dimensions need to be incorporated
into a successful leader's approach toward problem
solving. The dimensions are pioneering, energizing,
affirming, inclusiveness, humility, deliberation,
resolute and being in command. There are pitfalls
to each dimension and the book cites them exhaustively.
For example, an energizing leader will take the chance
on new ideas to promote greater growth or exploit
untapped potential. An inclusive leader will be
diplomatic, accepting and patient. The downside of
too much inclusiveness is analysis paralysis.
Deliberate leadership tends to be systematic in
the approach. Caution and analysis are the order
of the day. The downside is that deliberate leaders
tend to be risk averse. Resolute leaders tend to
question authority, take an independent stance and
challenge the status quo. The important aspect is to
be resolute in the right course of action.
Pioneers like to maneuver in uncharted territory.
Proponents of the Space Program were pioneers. Without
their risk taking, many theories in science could never
have been tested outside the earth's atmosphere.
Without pioneering in the heavens, we would know
very little about deep space and extensive natural
gas sources on Saturn.
Energizing leaders place a premium on a pleasant
atmosphere and have low tolerance for negative emotions.
Without some organizational conflict, the best decision
options cannot be thrashed out, discussed
and decided for the benefit of everyone.
An affirmative leadership places importance on
building morale. Proponents of this style tend to
be averse to organizational conflict. Once again,
some organizational conflict is necessary to arrive
at the best decisions.
The authors make us aware of the strengths, weaknesses,
opportunities and downsides of various leadership
elements and styles . In fact, this is a primary
strength of the book. A weakness of the presentation
is that the authors do not devote enough attention
to the organizational design, vertical / horizontal
conflict and performance assessment by management.
These aspects may over-ride some of the meritable
theories set forth in this presentation. In addition,
the book doesn't relate merit pay to the accomplishment
of the difficult goals set forth. Without merit pay
and a definitive system of rewards devoid of
non-performance bias, the accomplishment of anything
major in an organization is less likely.
In addition, there is an organic organizational
design which is non-bureaucratic and ideally
suited for complex analytical tasks which are
multi-disciplinary in nature and span the organization
horizontally. Since this environment tends to be very
fluid and prone to changed conditions, the approach
to problem solving must be open to all 8 leadership
dimensions in addition to a systems analysis
regimen applied toward problem identification
and resolution .
The book has an excellent set of references.
The concepts are explained in simple language.
There is a minimum of technical jargon. The price
is reasonable for the value of the information contained.
Credits: First Published on Blogcritics
See all 28 customer reviews...
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