BOOK ANALYSIS - 9 - STRENGTHS BASED LEADERSHIP STRENGTHS BASED LEADERSHIP Faizan Azhar MGMT 5140 Organizational Behaviour and Analysis STRENGTHS BASED

BOOK ANALYSIS - 9 - STRENGTHS BASED LEADERSHIP STRENGTHS...

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STRENGTHS BASED LEADERSHIP 1 | P a g e STRENGTHS BASED LEADERSHIP STRENGTHS BASED LEADERSHIP Faizan Azhar MGMT 5140 Organizational Behaviour and Analysis.
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STRENGTHS BASED LEADERSHIP Table of Contents Book Summary ........................................................................................................................... 1 PART ONE: INVESTING IN YOUR STRENGTHS ................................................................ 2 Takeaway points ..................................................................................................................... 2 My Thoughts .......................................................................................................................... 2 PART TWO: MAXIMIZING YOUR TEAM ............................................................................. 3 Takeaway points ..................................................................................................................... 3 My Thoughts .......................................................................................................................... 3 PART TWO: LEADERSHIP STRENGTHS IN ACTION ......................................................... 4 PART TWO: COLLECTIVE TALENT OF A TEAM ................................................................ 5 Takeaway points ..................................................................................................................... 5 My Thoughts .......................................................................................................................... 5 PART THREE: UNDERSTANDING WHY PEOPLE FOLLOW ............................................. 6 Takeaway points ..................................................................................................................... 6 My Thoughts .......................................................................................................................... 6 CONCLUSION: LEADERSHIP THAT LAST BEYOND A LIFETIME ................................. 7 Book Summary ii | P a g e
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STRENGTHS BASED LEADERSHIP Identifying one's qualities has turned into a famous pattern among numerous organizations and school grounds far and wide in the previous decade. Strengths Based Leadership by Tom Rath and Barry Conchie takes finding and utilizing strengths to an entirely new level by applying these to the leadership capacity. Strengths Based Leadership expands upon Rath's thoughts from StrengthsFinder 2.0 to look at the ramifications of strengths and their effect on leadership that is effective, how to amplify a group of pioneers, and the significance of understanding the necessities of followers. According to a survey analysis by Gallup, it was found that most of the people at workplace do not get to do what they excel at. The research undertaken for this book involves conducting studies on more than a million teams and interviewing more than 20,000 leaders from different industries along with 10,000 followers. The objective of this extensive study was to find at least one thing that was similar between all leaders. The results found surprisingly showed no similarities or even a single strength that all great leaders have in common. Don O. Clifton describes this as his greatest discovery from an extensive research that he did on leadership for about three decades. The three main findings that were discovered from the research were; First, the most effective leaders are always investing in strengths. If the strength of an individual is not focused on and the workplace organization fails, the probability of engaging with an employee is just 9% (1 in 11). On the other hand, if the organization’s leadership do focuses on their employees’ strength the probability increases significantly to 73% (3 in 4). Therefore, investing and focusing on employees’ strengths by the leader of an organization results in an eightfold increase of a person’s engagement. Second, The most effective leaders surround themselves with the right people and then maximize their team. Not all leaders can be well-rounded, however, the team can be. Therefore, as a leader surrounding yourself with the right kind of people is very crucial. The four domains of strength that a team should have to perform are Executing, Influencing, Relationship Building and Strategic Thinking. Third, The most effective leaders understand their followers' needs. From
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