John Maxwell does it again and elevates leadership to an art form. Read all the Maxwell you can as often as you can if you are serious about becoming the leader you were meant to be.

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Product Description

In his nearly thirty years of teaching leadership, John Maxwell has encountered this question again and again: How do I apply leadership principles if I'm not the boss? It's a valid question that Maxwell answers in The 360 Degree Leader voted best business book of the year by Soundview Executive Book Summary subscribers, and 2006 recipient of their Harold Longman Award. In this award-winning book, Maxwell asserts that you don't have to be the main leader to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.

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Product Details

• Amazon Sales Rank: #7384 in Books
• Published on: 2006-01-10
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 336 pages

Features

• ISBN13: 9780785260929
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
• Click here to view our Condition Guide and Shipping Prices

From Publishers Weekly
In this latest treatise, leadership mega-guru Maxwell (The 21 Irrefutable Laws of Leadership) taps a rich vein of corporate angst: the plight of the middle manager, saddled with responsibilities but lacking real power, torn by conflicting tasks and time-management dilemmas, seething with thwarted ambition. As Macbeth shows, it's a predicament fraught with tragic potential, but the staid, platitudinous treatment given it by Maxwell and ghostwriter Charlie Wetzel drains away the drama. They generally counsel acceptance of limitations. Maxwell tells middle managers to work diligently in subordinate positions, support the CEO's vision, find the good in incompetent or malevolent leaders, infiltrate their bosses' emotional lives ("Listen to your leader's heartbeat.... What makes them laugh?... Cry?.... Sing?") and "stand up for your leader whenever you can." They can thus exert an unsung but crucial "influence" over higherups, while themselves practicing a higher, sublimated form of leadership by selflessly nurturing the potential of their own colleagues and underlings. Unfortunately, Maxwell's practical advice boils down to vague truisms ("when you find a problem, provide a solution") or clichés ("If your boss is a golfer, you may want to take up the game"). His bland injunctions to resignation, patience and self-effacement are unobjectionable, but also uninspiring. (Jan. 10)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

About the Author
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 13 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of EQUIP and INJOY Stewardship Services.

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Customer Reviews

Not Up to Maxwell's Usual Standards

I have read and then reviewed most of Maxwell's previously published books which offer solid content, if not head-snapping revelations. For The 360º Leader, he has selected an important but neglected business subject: the middle manager who has far more responsibility than authority, who struggles to earn respect from her or his peers while accommodating the needs and interests of superiors, and who frequently feels overworked and under appreciated. That situation is even worse when reporting to the kind of pedant whom Jean Lipman-Blumen describes in The Allure of Toxic Leaders. As usual, Maxwell has organized his material with almost mechanical precision: a separate chapter devoted to each of seven "Myths" in Section I, to each of seven "Challenges" in Section II, to each of seven "Lead-Up Principles" in Section III, to each of seven "Lead-Across Principles" in Section IV...you get the idea. Perhaps because of Covey's influence, seven remains a favorite number to Maxwell and to other authors of business books.

I do not assert that Maxwell has a "cookie cutter" mentality. Rather, to suggest that he demonstrates in this book far greater facility with bromides than he does with insights. He is a conscientious recycler of ideas, especially those expressed in his earlier books. I found much in The 360º Leader that is clever but very little that is original. I appreciate the "Review" at the conclusion of each of the five sections. I regret that he merely lists the seven whatevers without annotations which would have made a periodic review of key points more rewarding.

With regard to this book's title, I think it has far greater potentiality than what Maxwell offers. It is indeed highly desirable for all managers -- not only those in the shrinking middle of once hierarchical organizations -- to maintain a synoptic (i.e. a 360º) perspective on the business world which surrounds them. Peripheral vision is no longer sufficient. Moreover, it is also important to "look" up -- at goals yet to be reached or visions yet to be fulfilled, for example -- and to "look" down to make certain that one's feet are on solid ethical ground. In my opinion, Maxwell fails to demonstrate a 360º perspective on his subject: how to develop (positive and productive) influence from anywhere in the organization.

There is also the matter of how one defines "leadership." Presumably Maxwell agrees with me that it is not dependent on one's rank, social status, title, salary, etc. Rather, it is the result of natural talents and innate qualities which have been carefully developed, indeed nourished. (Maxwell has much of value to say about that in other books.) Add some good luck, fortuitous timing, and a spoonful of "street smarts" and you have someone whom others respect and trust, someone whom others will voluntarily follow. What I think Maxwell means by "leadership" is actually initiative, one of the qualities most highly praised by Napoleon Hill who stressed the importance of "going the extra mile" and by Dale Carnegie when explaining how to win friends and influence people. Maxwell acknowledges neither in this book.

I have indicated my disappointment in a book I was so eager to read. Presumably it will be of interest and value to some people. If so, good for them as well as for Maxwell. However, I suspect there are others who need thought-provoking insights rather than the broad generalities on which so much of Maxwell's narrative depends. To them I strongly recommend James O'Toole's Creating the Good Life and Michael Ray's The Highest Goal. Neither is an "easy read." Fair enough. Neither are many of the situations we face in our lives each day.

Finally a book for those middle leaders with ants in their pants.
John Maxwell hits another home run. If you are a Maxwell addict like me you will enjoy this book. I have almost read every book Maxwell has put out. And if you are anything like me you finish each of his books with things you can implement immediately and something's you know your leaders do wrong and get ants in your pants trying to find a way to help them be a better leader. As you may have read in "Developing The Leader Within You" or in "Developing The Leaders Around You" you know there is some discomfort in having a leader above you with less potential than you have grown to be. This book helps you find a way to shake some of those ants out. This is the how to guide to implementing these two books with some new good stuff for "leading-up." He continues in the format you have come accustomed to. It has many sub-sections to each chapter; this makes the book easy to squeeze in to your busy schedule a paragraph at a time. My only distaste of this book was the section reviews. I did not find them much help. Most of the review sections are the same as the table of contents (granted Maxwell's books have great TOC's) and a quick commercial, reminder, for the website 360DegreeLeader.com. The website required a lot personal information just to create a profile. (Password is in the jacket, so if you buy it used make sure this is still included. The survey was valuable.
-Lee

Valuable reflections for the middle manager

I do not share the somewhat down reviews of this book, and give it five stars to make that point. Instead of seeing this book as uninspired, I actually see it as reflective, and helpful in showing that we often overlook some of our most potential contributions.

Above all, the book stresses relationships and the nurturing of relationships up, down, sideways, all over. For this alone it is meritorious. The book also concludes with a comparison of the industrial era leaders versus the new leaders who take risks, serve others, nurture outsiders, etcetera.

My appreciation of this book is influenced by my interview of Alvin Toffler last night at the Lowes hotel in Beverly Hills. The new book that he and Heidi Toffler have coming out, on "Revolutionary Wealth," has many important insights but among those he summarized for me last night were three that help show the value of this book:

1) Sub-state and non-governmental organizations have been as important if not more important than national governments. How we study them, interact with them, nurture our relations with them, will have a lot to do with how promising a future we build.

2) The industrial era corporations and government bureaucracies are broken beyond repair. Entirely new network and localized alternative organizations are emerging or needed, that take a task force approach that fully integrates what have up to now been confrontational forces (e.g. Defense versus State).

3) Decision making is broken also. The scientific method is repressed and under-funded, while decisions are made based on shared assumptions, comfort levels, and consensus, regardless of what the facts are.

This excellent book is on a level with the Tofflers, and in my own view, is a fine primer for middle managers that would like to avoid becoming yes men drones under the dinosaurs, and instead break out to find new paths to moral capitalist success.