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Leader Within, The: Learning Enough About Yourself to Lead Others

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Leader Within, The: Learning Enough About Yourself to Lead Others


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  • Co-authored by Ken Blanchard, co-author of The One Minute Manager and Drea Zigarmi, co-author of Leadership and the One Minute Manager!!
  • Build highly effective, values-driven organizations without compromising your beliefs.
  • Discover facets of yourself that you never knew existed... and use them to become the leader you've always dreamt of becoming


  • Copyright 2005
  • Dimensions: 6" x 9"
  • Pages: 288
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-147025-6
  • ISBN-13: 978-0-13-147025-5

The first step towards becoming an outstanding leader: know yourself. This book will help you understand yourself as a leader... so you can change, grow, and become powerfully more effective. Authored by four world-renowned leadership experts, including the legendary Ken Blanchard, it draws on an extraordinary seven-year research study on how successful corporate executives exert influence. The authors begin by presenting self-change as your must urgent leadership challenge, and showing how your values and personality govern your actions, even when you don't realize it. You'll examine the inner self you're currently bringing to your "moments of influence," discovering how your disposition, values, beliefs, and persona are contributing right now to your success -- or failure. Throughout, the authors present proven, values-based approaches to leadership in both group settings and one-to-one contexts.

Sample Content

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What It Takes to Be a Good Leader

Table of Contents

1. Leaders and Change.
      The Importance of Leadership.
      The Conundrum.
      Two Examples.
      Questions to Ponder.
      Bob's Self-Perceptions.
      Others' Perceptions of Bob.
      Antonio's Self-Perceptions.
      Others' Perceptions of Antonio.
      The Four Tragedies.
      The Abetting System.
      Kissing Off the Organization.
      The Leadership Vacuum.
      The Covenant.
      The Layered Self.
      The Leadership Onion.
      Peeling the Onion.
      The Challenge of Discomfort.
      Flavoring the Stew.
      The Michelangelo View.
      Changing Ourselves.
      Creating Reality.
      Beliefs as the Basis of Reality.
      Language and Reality.
      Clinging to Accepted Realities.
      Confining Yourself.
      Fear and the Shadow Self.
      Me and My Shadow.
      Masculine/Feminine Shadows.
      Fear--Your Emotional Brakes.
      It's All Part of the Game.
      Alternative Realities and Behaviors.
      Working on the "Self".
      Personal "Why" of Leadership.
      Change and Failure.
2. Personality and Context.
      In a Nutshell.
      A Model for Experience.
      Positive and Negative Response Modes.
      Behavior Is the Medium.
      Definition of Personality.
      Personality Is Dynamic.
      Personality Is Influenced by Life History.
      Diversity Within Pattern.
      Subdivision of Personality: Disposition, Values, and Persona.
      The Disposition-Values-Persona Connection.
      The Leadership Onion and Personality.
      Definition of Context.
      Definition of Role Behavior.
      Organizational Philosophy and Values Are a Basis for Role.
      Role Behavior as the Basis for Leadership.
      Importance of the Role Concept.
      The Leader Behavior Subset.
      Context Versus Situation.
      One-to-One Context.
      Group Context.
      Organizational Context.
      Need to Know Yourself.
3. Preference and Disposition.
      Unconscious Preference.
      Roots of the Idea.
      Definition of Preference.
      Definition of Disposition.
      "Wired" and "Acquired" Disposition.
      Neither Good Nor Bad Disposition.
      DISC Pattern.
      Familiar Ways of Responding.
      Modes of Responding.
      Flight Versus Fight.
      Accept Versus Control.
      Extroversion Versus Introversion.
      Direct Versus Indirect.
      Perceive Versus Judge.
      Risk-Taking Versus Risk-Assessing.
      Optimistic Versus Pessimistic.
      Change-Oriented Versus Continuity-Oriented.
      Summary of Basic Response Modes.
      The "D" Direct Controller.
      The "I" Direct Accepter.
      The "S" Indirect Accepter.
      The "C" Indirect Controller.
    Fundamental Principles.
      DISC Principle #1.
      DISC Principle #2.
      DISC Principle #3.
      DISC Principle #4.
      DISC Principle #5.
      DISC Principle #6.
      The Platinum Rule.
4. Beliefs and Points of View.
      Beliefs as Building Blocks.
      Importance of Beliefs.
      The Power of Beliefs.
      Mechanism of Self-Change.
      The Concept of Belief.
    Beliefs and Values.
      What Is a Value?
      Values Criteria.
      Values Process.
      Types of Values.
      Value Systems.
      The Value of Values.
    Points of View.
      Self/Other Focus.
      Rights/Responsibility Focus.
    The Traditionalist Point of View.
      Key End Values--Social Ends.
      Key Means Values--Social Means.
      Self-Esteem Conflict.
      General Perspective.
      Specific Issues.
      Work Style.
      Growth Actions.
      Summary of the Traditionalist.
    The Challenger Point of View.
      Key End Values--Personal Ends.
      Key Means Values--Personal Means.
      Self-Esteem Conflict.
      General Perspective.
      Specific Issues.
      Work Style.
      Growth Actions.
      Summary of the Challenger.
    The Inbetweener Point of View.
      Key End Values--Personal Ends.
      Key Means Values--Social Means.
      Self-Esteem Conflict.
      General Perspectives.
      Specific Issues.
      Work Style.
      Growth Activities.
      Summary of the Inbetweener.
    The Synthesizer Point of View.
      Key End Values--Social Ends.
      Key Means Values--Personal Means.
      Self-Esteem Conflict.
      General Perspectives.
      Specific Issues.
      Work Style.
      Growth Activities.
      Summary of the Synthesizer.
      Caveats to Points of View.
5. Perceptions and Persona.
      Psychological Bifocals.
      An Example of Lateness.
      An Example of Support.
      Connections to Self.
      General Research Findings.
      Self Versus Others' Perceptions.
      Others' Perception of the Disposition-Values Connection.
      The So Whats.
      The Merger.
      The Misunderstood Challenger.
      Relaters as Inbetweeners.
      Introverts as Traditionalists.
      Controllers as Synthesizers.
      Negative and Positive Modes Revisited.
      The Esteem, Disposition, and Values Connection.
      The Definition of Persona.
      Implications of Persona.
      Role-Dependent Persona.
      Self-Indulgent Persona.
      The "So What" of Persona.
6. Behaviors and Situations.
      Managers Versus Leaders.
      Viva la Difference.
      A Prescription.
      Leadership Defined.
      Leadership Style Defined.
      Two Basic Elements of Influence Behavior.
      Directing, Structuring, Focusing Behavior.
      Supporting, Collaborating, Inspiring Behavior.
      An Example Across Context.
      A Three-Context Responsibility.
      Seven Is Not Magic.
      Situational Leadership II.
      No "Single Best" Leadership Style.
      The One-to-One Context.
      Situational Leadership in a One-to-One Context.
      Development Level.
      Subdivisions of Competence.
      Subdivisions of Commitment.
      Development Levels Are Somewhat Sequential.
      Regressive Cycle.
      Development Level Is Task or Goal Specific.
      A General Concept of Style 1-Directing.
      A General Concept of Style 2-Supporting.
      A General Concept of Style 3-Coaching.
      A General Concept of Style 4-Delegating.
      When to Use Style 1 in a One-to-One Context.
      When to Use Style 2 in a One-to-One Context.
      When to Use Style 3 in a One-to-One Context.
      When to Use Style 4 in a One-to-One Context.
      Does Situational Leadership Work?
      Development and Regressive Cycles.
      Development Cycle.
      Regressive Cycle.
      Using Situational Leadership Theory.
7. Vision and Learning.
      Dimensions of Vision.
      The "So What" of Personality on Leadership Behavior.
      Disposition and Leadership Behaviors.
      "D-ness" and Leadership Behavior in a One-to-One Context.
      "I-ness" and Leadership Behavior in a One-to-One Context.
      "S-ness" and Leadership Behavior in a One-to-One Context.
      "C-ness" and Leadership Behavior in a One-to-One Context.
      Values and Leadership Behaviors.
      Leader Values and Follower Perceptions of Leader Behaviors.
      Persona and Values Point of View.
      Traditionalists and the Organization.
      Morale and Leader Values.
      Challenger Point of View and Follower Morale.
      Inbetweener Point of View and Follower Morale.
      Synthesizer Point of View and Follower Morale.
      The End of the Beginning.
      The Expression of Character.
      Definition of Character.
      Character on a Personal Level.


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