Summary of the paradox of james hunter john daily

Páginas: 5 (1101 palabras) Publicado: 3 de diciembre de 2011
Factory director of a major industrial installation, who has apparently life had always been successful, for he had everything a man "needed" to be happy, John has a beautiful family consisting of his wife and two children, says economically and professionally had great stability, but soon began to emerge a number of problems in his life, and he realized he was not adequately meeting the needs ofpeople who were in charge, especially family members.
With the help of his wife, John decides to take part in a retreat at a small Christian monastery, where he met his brother Simeon, who teaches a different way to approach your relationship with others, which can change his life forever. There are seven days in the monastery, there are seven chapters that describe all the lessons taught bySimeon about leadership.

Definitions John comes to the monastery a little nervous, he was a great businessman but away from the spiritual world, in that place Simeon knows his real name (before entering the monastery) is Leonard Hoffman, who was a great executive who reaches that place to teach leadership. During the first class taught by Professor Simeon had the other members of the retreat,among whom were Lee (roommate John), Greg (U.S. Army, Theresa (Director of Public School) Chris (coach of a women's basketball team at the University of Michigan) and Kim. After the presentation immediately began teaching by Simeon, who treats everyone as leaders and reminded them that whenever two or more persons together with a purpose, there is a leadership opportunity. Thus begins the classdiscussions and one big question comes from Lee, who tells Simeon warn you use a lot of the terms "leader" and "leadership" and seem to avoid "manager" and "management". Is there a reason?

Professor Simeon Definitions clarifies that management is not something you do with people. You can manage your inventory, your checkbook, your resources. But do not manage other people. They manage things, youlead people. In this first session, Professor Simon defines a set of terms: Leadership: The art of influencing people to work with enthusiasm in achieving goals for the common good. Power: the ability to coerce or force someone to it, but would prefer not to do it, do your will because of your position or your might. Authority: The art of getting people to do voluntarily what you want because ofyour personal influence. The authority is a set of features, which are not innate, by the count are developed throughout life and become habitual behaviors.
Old Paradigm Paradigms: These psychological patterns, models, maps are valid for us not lose our way in life, thus changing in nature and this is very important to be open to continuous change, it is not possible improve without change. Whatsays the new business paradigm is that the client must interact directly with employees, so they do not focus on pay and do the job well done only to please their bosses. This new paradigm must relate to the skills that every leader should have to identify and meet the needs of its people, but not their desires. In this way the leader can motivate your employees every day to be the best and give thebest that each of them may have.

The Model The inverted pyramid symbolizes the servant leadership model, which is based on the principle that leadership begins with the volunteer, which is the unique ability, as humans, we have that our actions are consistent with our intentions and to choose our behavior. With the proper will, we choose to love, a verb that has to do with identifying andmeeting the legitimate needs, not the desires of those we lead. By meeting the needs of others, we are called, by definition, serve and even sacrifice for them. When we serve others and sacrifice ourselves for them, we are forging our authority or influence because maybe this can serve us in some future, meaning that we can act at times for convenience. And when we build our authority over the...
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