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Full Description
When Abraham Lincoln said, 'You can be anything you want to be,' Americans, and eventually everybody everywhere, lifted their sights. Nowadays anybody can aspire to be a leader, and nearly everybody has to lead sometimes. In Leadership, Simon McDonald assumes that thinking about leadership before you lead helps you to lead better. No matter the circumstances in which we might be called to lead - be it at work, on the sports field, or in the community - the example of top leaders in politics and public service (both their successes and shortcomings) can help you figure out your own approach. As the head of HM Diplomatic Service, McDonald was responbile for over 14,000 staff in 270 posts worldwide, worked for six foreign secretaries, and saw five prime ministers operate at close quarters. Observing these people undertaking the most important and often the most difficult work in the country, he saw the behaviours that helped them to achieve their objectives, and those which hindered them.
Contents
Acknowledgements // ix
Preface // xi
1. Role Models // 1
2. Indifferent Models // 29
3. Leadership Done Well // 47
4. Leading for the First Time // 59
5. Leadership at the Centre // 67
6. Problems Choosing Leaders (Particularly in the Civil Service) // 109
7. Constraints on Leaders // 127
8. The End of Leadership // 149
9. The Good Leader // 163
10. Self-Assessment // 219
11. Proposed Reforms for the Future of the UK // 235
Index // 287
