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11 of 11 people found the following review helpful:
5.0 out of 5 stars
Behavioral experts take on leadership, January 29, 2007
This review is from: Measure of a Leader (Hardcover)
In Measure of a Leader, behavioral experts Dr. Aubrey Daniels and James Daniels propose yet another "new model of leadership." Under this model, the authors suggest that the leader's role is to create conditions under which followers apply discretionary effort to implement the organizational mission, vision and values. They define discretionary behavior as "that behavior that a person could do if they choose, but for which they would not be punished if they
didn't...commonly (referred) to as going above and beyond the call of duty" (p. 16).
Unlike other books on leadership which focus on the leader's behavior, this book claims that the follower's behavior in response to the leader is what truly defines effective leadership. The four criteria of follower behavior include followers:
1. Apply discretionary effort towards the leader's goals;
2. Voluntarily sacrifice self-interest for the leader's cause;
3. Reinforce or critique others to encourage conformance to the leader's teachings; and
4. Establish guidelines for their own personal behaviors based upon what they perceive the leader
would approve or disapprove.
The book covers 19 chapters in an easy-to-read 200 pages. I found chapter three on discretionary effort, chapter five on leaders and managers, chapter nine on measuring follower response, and the Antecedent-Behavior-Consequence (ABC) Model of follower motivation in chapter 11 to be of particular interest. The Appendix includes a very useful checklist highlighting 50 things to do for increasing leadership impact.
The writing is crisp and matter-of-fact, almost free of academic jargon that can confuse readers. It's clear through the examples and terminologies the authors use that they are incorporating lessons from their personal experiences as military leaders into this model. The book's coverage of the leader's application of positive reinforcement to create momentum for change is valuable since organizations typically rely on negative reinforcement and then wonder why the right behaviors aren't demonstrated consistently. Negative reinforcement reduces the likelihood of negative behaviors but doesn't encourage acceptable behavior--positive reinforcement does.
Recommended for business consultants, corporate managers, or professors interested in understanding the importance of follower behavior in defining effective leadership and how to inspire discretionary effort in achieving organizational mission, vision, and values.
Armchair Interviews says: Another look at leadership.
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5 of 5 people found the following review helpful:
5.0 out of 5 stars
The most in-depth management/leadership book, May 29, 2007
True leaders are rare. They possess a complex set of skills and, more importantly, the ability to lead diverse groups of people toward a common goal or ideal. There is also direction given to organizations on how to provide the structure for successful leadership with mission- and value-driven employees.
The first thing we examine in MEASURE OF A LEADER is leadership, its definition and several pertinent facts. "We contend that the leader's role is to establish the conditions under which all performers will choose to execute the mission, vision, and values of the organization." An effective leader will impact their followers well beyond bottom line profits or sales. This book cuts to the basic premises of organizational leadership, power and the behaviors inherent in each.
Creating discretionary behavior is a very difficult task for managers in a highly structured environment. "Discretionary behavior is the product of positive reinforcement. It is the behavior which a person could do if they choose." We all know co-workers who simply have a stronger work ethic, better organizational skills, or higher production rates, based on their attitude about their job and work environment. MEASURE OF A LEADER focuses on the meaning and importance of behaviors. These definitions and examples examine the behaviors created by strong and weak managers and leaders. Also, the results created by these behaviors in organizations are discussed.
"The characteristics of leadership are not necessarily those of an effective manager. Leadership is concerned with getting people to want the reinforcers to be found in the behavior asked for; management is concerned with the delivery of reinforcement for the behaviors when they occur." Management focused on behaviors vs. results will create an environment where everyday successes are celebrated. The net worth of productive employees is integral to the success of the organization. When success is measured only by bottom-line results, behaviors are created that can seriously undermine the mission, vision and values of the organization.
Aubrey and James Daniels have written what is clearly the most in-depth management/leadership book I have read to date. It is complex yet written in a way that allows readers to capture the nuances of their theories. There are enough examples sprinkled throughout to solidify the theories presented. The most important lessons are two-fold. 1. Understand the organization, their mission, vision and values; and 2. Do what you say and say what you do.
Finally, in the appendix, there is a chapter called "50 Things You Can Do to Increase Your Leadership Impact." This is an exceptional resource that allows readers to put to use all the theories they have read. Additionally, Performance Management Publications has a website where you can access Aubrey Daniels's organizational behavior tools and information. I encourage all managers and future leaders to read MEASURE OF A LEADER.
--- Reviewed by Marge Fletcher
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6 of 7 people found the following review helpful:
5.0 out of 5 stars
What leadership really is, December 7, 2005
This review is from: Measure of a Leader (Hardcover)
The Daniels brothers have brought a new level of precision and behavioral focus to the leadership advocacy arena.
I've never read anything that portrays the true nature of leadership better than this book.
It's not a quick read, which may limit the audience in this era of EADD (executive attention deficit disorder). It's also not a superficial scraping of what leadership might appear to be.
It's more like what leadership really is, and the best ways to see that it occurs with more regularity and success.
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