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People: The Real Business of Leadership by Michael T. Baker

People: The Real Business of Leadership

by Michael T. Baker

148 pages
A leadership guide to releasing the amazing contributions of people in an organization.

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Category: Business:Management
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About the Book
People: The Real Business of Leadership lays out the blueprint for creating an inclusive culture in any organization, business or industry. This culture creates a platform for releasing the full potential of all employees, the key to improved profitability, customer satisfaction and survival of the organization.

The book describes the challenges of today's leaders in meeting the changing and complex demands of a global market and increasingly competitive world. From a perspective of twenty five years in industrial manufacturing, the author relays tools, methods, and values used in driving cultural and performance change. The accountability of achieving tangible results everyday demanded real common sense tools and methods in a 24/7 manufacturing environment. Leadership theory, studies, and observations all have their place but "People" shares the leadership values learned when real people must achieve real results.

People discusses how effective leaders can break down the current culture of their organization, define the desired culture, and "how to get there." Creating an inclusive culture which becomes the platform for releasing the power, passion, and creativity of all employees. Nothing short of the full contribution of all employees will insure success of the organization in a changing world.

In the inclusive culture, effective leaders can optimize skills, experience, and contributions of people, truly the organization's most valuable asset. This culture, combined with a people-centered leadership style is a valid pathway to profitability, a competitive edge, and the organization's future!



About the Author
Michael T. Baker Mike Baker holds a Masters Degree from Baylor University, ten years as a teacher-coach and twenty-five years of industrial management. In twelve years as the General Manager of two large manufacturing plants, Mike used a people-centered leadership style to drive cultural and performance change.



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