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- Author: John J Sullivan
- Publisher: CreateSpace Independent Publishing Platform
- Year: 2012
- Pages: 36
- ISBN-10: 1468116355
- ISBN-13: 9781468116359
- Format: 15.2 x 22.9 x 0.2 cm, softcover
- Language: English
- SAVE -10% with code: EXTRA
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Description
To micromanage or not to micromanage? that is the question. This is an issue that many leaders struggle with. In Details, Details, Details, John Sullivan examines the reasons why some leaders involve themselves directly in the smallest decisions within their organizations. But is this an appropriate behavior for a servant leader? Sullivan argues that a servant leader assumes a position of trust with and toward his followers and works to develop each person to his full capacity. That requires the delegation of tasks and responsibilities, including leadership responsibilities, from the senior leader to subordinate leaders. Leaders who will not or cannot delegate are fundamentally insecure. As a result, the work may get done but subordinate leaders are not developed. Effective delegation, creating metrics to measure progress, and using teams in decision-making result in innovative organizations that grow and thrive while developing new servant leaders.
The promotion ends in 
- Author: John J Sullivan
- Publisher: CreateSpace Independent Publishing Platform
- Year: 2012
- Pages: 36
- ISBN-10: 1468116355
- ISBN-13: 9781468116359
- Format: 15.2 x 22.9 x 0.2 cm, softcover
- Language: English English
To micromanage or not to micromanage? that is the question. This is an issue that many leaders struggle with. In Details, Details, Details, John Sullivan examines the reasons why some leaders involve themselves directly in the smallest decisions within their organizations. But is this an appropriate behavior for a servant leader? Sullivan argues that a servant leader assumes a position of trust with and toward his followers and works to develop each person to his full capacity. That requires the delegation of tasks and responsibilities, including leadership responsibilities, from the senior leader to subordinate leaders. Leaders who will not or cannot delegate are fundamentally insecure. As a result, the work may get done but subordinate leaders are not developed. Effective delegation, creating metrics to measure progress, and using teams in decision-making result in innovative organizations that grow and thrive while developing new servant leaders.
Reviews