Management Mastery and Practice Series : : Everything You Ever Wanted to Know about Managing People but Were Afraid to Ask.

• Author: Stout-Rostron, Sunny.
• TeilnehmendeR: Taylor, Michael.
• Place / Publishing House: Randburg : : Knowledge Resources,, 2022.; Ã2022.
• Year of Publication: 2022
• Edition: 1st ed.
• Language: English
• Physical Description: 1 online resource (244 pages)

Table of Contents

• Cover
• Title Page
• Endorsements
• Dedication
• Copyright Page
• Full Title Page
• Management Mastery and Practice Series - Context
• Table of contents
• List of tables
• List of figures
• List of activities
• Series author biographies
• Preface
• Part One - Making the change to becoming a leader-manager
• Chapter 1: Challenges to leading and managing in a hybrid environment
• Introduction
• Agility and adaptability
• How to resolve these challenges
• Coaching and mentoring
• What we need to succeed
• Conclusion
• Chapter 2: Becoming a leader-manager
• Becoming a leader-manager
• The history of management
• Management theory
• Conclusion
• Chapter 3: What is your managerial style?
• Blake and Mouton's Managerial Grid
• Conclusion
• Chapter 4: How does leadership differ from management?
• Management competences
• Time and self-management
• The Management Wheel - measuring time in your
• How is leadership different from management?
• The dimensions of leadership
• Seven decades of leadership development
• The six intelligences of leadership
• Conclusion
• Part Two - Managing self and others
• Chapter 5: Managing self: Emotionally intelligentleadership styles and mindfulness
• Emotional intelligence
• Understanding the importance of EQ
• Core self-evaluation
• Leadership styles
• How are you and your team creating emotional and mental agility?
• States of being and mindfulness
• Conclusion
• Chapter 6: Managing self: A neuroscience lens into leader-manager behaviour by Ingra Du Buisson-Narsai
• Background
• Why understanding the brain is helpful for leader-managers
• The nature of the human brain
• The predictive brain
• Your brain is a network
• The current reality of our world at work
• Towards neurally-aware leader-manager behaviour
• Conclusion.
• Chapter 7: Managing others: Creating a thinking environment and transforming meetings
• Leader-manager as coach and thought partner
• Kline's Thinking Environment - Thinking Pairs and Transforming Meetings
• Giving catalytic attention - in Thinking Pairs
• The Ten Components
• The Thinking Environment meetings process
• Conclusion
• Part Three - Managing people
• Chapter 8: Managing people: Motivation
• The importance of values and motivation
• Intrinsic and extrinsic motivation
• Motivation theory and practice
• Five major theories on motivation
• Key motivating questions for you as leader-manager and your team
• Working with intrinsic and extrinsic motivation
• Conclusion
• Chapter 9: Managing people: Coaching, mentoring and goal setting
• Mentoring: a domain-specific expertise
• The business coaching process
• Setting SMART objectives
• Working with the GROW Model
• GROW Model coaching session
• Conclusion
• Chapter 10: Managing people: Delegation
• First steps - hiring the right people
• Delegation is developing your team
• Conclusion
• Part Four - Becoming a skilled communicator
• Chapter 11: Managing difficult people and situations
• Improving the effectiveness of your communication skills
• What is the difference between personality and behaviour?
• What do difficult people do?
• Changing behaviour
• Conclusion
• Chapter 12: Assertive communication skills to negotiate behaviour change
• What is assertiveness?
• Blocks to communication
• Five key assertiveness techniques
• Conclusion
• Part Five - Next-level leadership
• Chapter 13: Understanding next-level leadership
• Introduction
• The volatile environment and its impact on leaders
• Acquiring the mind-set of a next-level leader
• The career progression ladder
• The journey to next-level leadership
• Conclusion
• Chapter 14: Conclusion.
• Bibliography
• Endnotes
• Index.