The TopTen Mistakes Leaders Make by author `Hans Finzel` Victor Books,1994 Wheaton,IL.

: Book Report

Title : The Top Ten Mistakes Leaders Make

Author : Hans Finzel

Publisher : Victor Books , 1994 Wheaton , IL

IBSN

The Top Ten Mistakes Leaders Make

Hans Finzel

Cook Communications Ministries (CO

Do you have a problem communicating with your staff ? Do you feel you are not eliciting the best in your employees ? If so , it is likely that The Top Ten Mistakes Leaders Make ' holds the answer . The author , Dr . Hans Finzel Hans maintains that ' inappropriate leadership habits often result from observing the poor leadership habits of others

(Finzel 2000 . He uses

case studies and biblical principles to illustrate the top ten mistakes most frequently made by leaders . This book will help you identify your errors and provide you with the tools to modify your style for more effective management (Finzel , 2000

Chapter Summary

The book contains ten chapters . Each chapter features a mistake ' and provides examples to show how each inappropriate leadership action can be modified to engender more effective leadership , encourage optimal production , and promote growth in the organization (Finzel , 2000

Chapter 1 , The Top-down Attitude ' is concerned with the number one leadership hazard . The author maintains that The Top-down Attitude is a militaristic model that involves egocentric , authoritarian attitudes , and that there are many other , more effective ways to lead He cites the participatory management style as an example (Finzle 2000

Chapter 2 , Putting work before Peoplework ' A leader with this attitude gives the impression that people are an annoyance he prefers to work behind closed doors and is always too busy with work ' to be bothered by people (Finzle2000 . According to Finzel (2000 "regardless of what orientation one has in leadership style--task or people--effective leaders make room for people . Leaving them out is a big , big leadership mistake (Finzle , 2000

Chapter 3 , Absence of Affirmation ' is concerned with the incentives that motivate people . According to the author (2000 , affirmation motivates people much more than financial incentives . People thrive on praise . It does more to keep the people who work for you and with you fulfilled than fortune or fame could do (Finzle , 2000

Chapter 4 "No room for mavericks " describes how the most creative and . employees are often forced to comply with the inside-the-box thinking .of the Mavericks create messes by their very nature--the good messes institutions need (Finzle , 2000

Without "mavericks " many companies simply fade out of existence , and many others become a shadow of what they once were . Yet today inside many corporations are leaders so focused on compliance and control , that they may control away their futures , and drive those who are innovative away to other places (Finzle2000 "Don 't allow your policies and procedures to stifle your brightest stars . Be flexible . Bend the rules if you believe that someone needs more space (Finzle , 2000

Chapter 5 , Dictatorship in Decision-making is about the attitude of "I am the leader and I know best .According to Finzel , great leaders are those who truly feel that the led are just as important as the...