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Leading from the Front is for anyone who wants to be a better leader. If you supervise one or more people in an organization, this book is filled with proven strategies for effectively leading people.
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As a former corporate chief operating officer, David Garic appreciates the challenges executives face in leading their organizations to success. He is president of Garic Management Consulting; a company focused exclusively on leadership and leader development. He is also a principal of Leadership Foundations, LLC, a consulting firm concentrating on developing leadership in government and nonprofit organizations.
A career Army officer, David retired from more than 20 years of active duty, having led small and large organizations. Noteworthy among his assignments was that of faculty member at West Point where he worked as a leader developer.
David is a professor of management at Tulane's University College, where he teaches Performance Management and Leadership in Organizations. He holds a Masters Degree in Leader Development from the United States Military Academy at West Point, and a B.S. in Business and Management from the University of Maryland.
He publishes the Pathfinder, a monthly newsletter for leaders. He consults with organizations in the private and public sectors, and conducts leadership development programs for leaders at all organizational levels. Leading from the Front is his first book. He is on the board of directors of the Louisiana Quality Foundation and the New Orleans chapter of the American Society for Training and Development.Excerpt. © Reprinted by permission. All rights reserved.:
- from Chapter 1
The Selfless Servant
The Artful Balance
Leaders are expected to be psychologists, problem-solvers, communicators, politicians, resource managers, delegators, evaluators, referees, facilitators, and more. Plain and simple, this is hard work.
How leaders handle the balance between attending to the needs of their people and accomplishing the task at hand is what distinguishes the successful, effective leader from the mediocre one. Taken at face value, the challenge for the leader appears elementary: achieve the objective while creating conditions that encourage people to want to contribute and that satisfy their needs. If only it were as simple as it appears.
A duality lies at the core of the organizational leadership challenge. It requires leaders to continuously balance the needs and desires of individuals and groups under their charge against the demands placed on them by the organization. In other words, leaders serve two masters: the people they lead and the purpose of the organization to which they belong. Effective leaders realize that their success is dependent upon the success of those they lead and yet, when an organization's expectations are not met, no one is successful. Effective leaders must strike a balance, and this can require substantial skill. Selfless leaders place the needs and demands of both constituencies above their own
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