Influential Leader , livre ebook

Harvest House Publishers, Inc. - Haggai John Edmund

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258 pages

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"I believe in John Edmund Haggai and am thrilled with the tremendous results I've seen in the lives of leaders."--Chuck ColsonBestselling author, founder of Prison FellowshipThe Influential Leader is a powerful book on leadership from a visionary who has trained more than 60,000 people in 177 countries through the Haggai Institute. While other books on leadership focus on methods, which unfortunately must keep changing as time goes on, this book focuses on characteristics that are at the core of successful leadership and will endure no matter how times change. Haggai's call to strong leadership looks at 12 characteristics for aspiring leaders, including...humilitycommunicationvisiongoalsettingself-controlopportunitystaying powerauthorityReaders will learn how they can become leaders who influence people, inspire results, and accomplish great things for God.

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Philosophie et théologie

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Publié par	Harvest House Publishers, Inc.
Date de parution	01 juillet 2009
Nombre de lectures	0
EAN13	9780736933889
Langue	English
Poids de l'ouvrage	11 Mo

Informations légales : prix de location à la page 0,0462€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

All Scripture quotations are from te New King James Version, Copyrigt © by homas Nelson, Inc. Used by permission. All rigts reserved. Cover by Abris, Veneta, Oregon Cover poto © Soubrette / iStockpoto

THE INFLUENTIAL LEADER Copyrigt ©  by Jon Edmund Haggai Publised by Harvest House Publisers Eugene, Oregon  www.arvestousepublisers.com Library of Congress Cataloging-in-Publication Data Haggai, Jon Edmund. [Lead on!] he inﬂuential leader / Jon Edmund Haggai. p. cm. Originally publised: Lead on! Waco, Tex.: Word Books, c. Includes bibliograpical references and index. ISBN ---- (pbk.) . Leadersip—Religious aspects—Cristianity. I. Title. BV..LH  —dc  All rights reserved.No part of tis publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mecanical, digital, potocopy, recording, or any oter—except for brief quotations in printed reviews, witout te prior permission of te publiser. Printed in the United States of America          / DP-NI /          

To te memory of Dr. Han Kyung Cik of Korea, Justice Lai Kew Cai of Singapore, and Cecil B. Day of Atlanta, Georgia, USA

Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Acknowledgments . . . . . . . . . . . . . . . . . . . . . . .  Introduction: he Inﬂuential Leader . . . . . . . . . . . . . . . . . . . .  Step : Decide to Deﬁne Your Vision . . . . . . . . . . . . . .  Step : Decide to Acieve Wat You Aim For . . . . . . .  Step : Decide to Prove Love Works . . . . . . . . . . . . . . .  Step : Decide to Be Humble and Rigt . . . . . . . . . . . .  Step : Decide to Live Witout Compromise . . . . . . . .  Step : Decide to Persuade and Win . . . . . . . . . . . . . . .  Step : Decide to Invest Fearlessly . . . . . . . . . . . . . . . . .  Step : Decide to Proﬁt from te Impossible . . . . . . . . .  Step : Decide to Go Furter Faster . . . . . . . . . . . . . . .  Step : Decide to Be here at te End . . . . . . . . . . . . . .  Step : Decide to Lead wit Eﬀortless Grace. . . . . . . . .  Step : Decide to hrive on Ambiguity . . . . . . . . . . . . .  Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  Recommended Reading. . . . . . . . . . . . . . . . . . .  Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Preface

ave circled te world more tan a undred times. For  years, I I ave been observing leaders from Asia, Africa, Latin America, and Oceania. I ave been wit eads of state and eads of corpora-tions and international bankers. I ave made it my quest to study top leaders and determine wat makes tem great. he ﬁrst ting to say about leadersip is tis: Leadersip frequently gets mistaken for oter tings. “Too often, attempts to analyze leader-sip tend to fail because te would-be analyst misconceives is task. He usually does not study leadersip at all. Instead, e studies popularity,  power, sowmansip, or wisdom in long-range planning.” So said te celebrated psycologist W.C.H. Prentice, writing for teHarvard Business Review.Prentice was rigt. To is list of mis-taken deﬁnitions of leadersip, I could add many more: organizational acumen, administrative expertise, and seer ard work. All of tese are important. But none addresses te subject of leadersip. I believe tat leadersip consists ofdecisions.Inﬂuential leadersip, by wic I mean broadly leadersip tat canges te world for te good, consists of decisions, big and small, tat derive teir inspiration and direction from a single life aim. For many years now, Haggai Institute as been providing advanced leadersip training to igly positioned leaders from te developing world. Men and women wo are already great leaders come to Haggai Institute to one and sarpen teir leadersip skills.

The Inﬂuential Leader

Among te multiple tens of tousands of people wo ave been troug tis training are leading statesmen, autors, generals, university presidents, arcitects, lawyers, arcbisops, celebrated doctors, media moguls, and many oters. Inﬂuential leaders exist in every culture and profession. And tey all demonstrate a propensity to make wat in tis book I refer to as “visionary decisions.” Leadersip also transcends cultures—in spite of te enormous cul-tural diﬀerences tat separate te peoples of te eart. And yet inﬂuential leadersip is a constant, like te law of gravity. Drop a stone in Beijing, and it will fall to te ground just as surely as it does in New York. So it is wit te power of visionary decision making. Leadersip also transcends all forms of organization. People talk about “business leadersip” and “political leadersip” and “military leadersip.” Yet te fundamentals underlying good leadersip ave not-ing to do wit te speciﬁcs of business or politics or warfare. Being a discipline in itself, leadersip applies wit equal eﬀectiveness to any organization and any purpose. For tat reason, I ave drawn examples from a range of areas. Many of te people I discuss are business leaders. Oters are leaders of nations, leaders of movements, leaders of universities, leaders of communities. All are relevant. In particular, I ave made a close study of te leader-sip sown by Jesus Crist, wo qualiﬁes as simply te greatest leader wo ever lived. he ideas in tis book are important not only for tose wo lead big corporations, but for tose wo lead small organizations as well. Many people reading tis book will exercise teir leadersip in a local neigborood group or curc. Many more, wo work in larger cor-porations, will also occupy leadersip positions in groups outside te workplace. Almost all will ave some kind of leadersip role among friends and family. his book aims to demystify leadersip practice in every area. It aims to encourage potential leaders to overcome teir fear of risk. It aims to elp you rise to your full potential.

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