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Chapter 8 : The Foundations of Leadership

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Abstract:

This chapter offers access to actionable pathways for developing the foundational elements that are key to leading and exercising leadership effectively. It helps the reader understand the difference between the realms of management and leadership. Managers are accountable for a known scope and use a set of well-developed skills to manage in their area. Conversely, leaders are responsible for and function in an unknown scope, using quite different skills to exercise leadership effectively. The chapter aims to develop an understanding of the importance of integrity and its relationship with performance, and clarify the misconceptions about operating with integrity. Operating without integrity is a major source of operational mistakes and declines in performance and often leaves a mess in people’s careers or lives. The chapter also helps aspiring leaders appreciate the inward journey of leadership and discover for themselves what it means to be authentic. The path to developing authenticity is increasing your ability to be courageous enough to be open about your failures, your weaknesses, and where you are being inauthentic. The chapter provides clarity about the relationship between being committed to something bigger than oneself and becoming a leader. Once you have invented a possibility that is bigger than yourself and committed to make that possibility a reality, you will need new skills such as listening effectively, and finding a way of speaking about the future that makes it seem real and palpable to others. Finally, the chapter offers resources for the reader’s continued education.

Citation: Hefner D, Becker K. 2014. The Foundations of Leadership, p 219-231. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch8

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References

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Tables

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Table 8.1

Management and leadership: important characteristics and functions

While not mutually exclusive, leadership skills can be found among managers. The focal differences seem to be the willingness to work in the “unknown” versus the “known” arena and being committed to something bigger than yourself.

Citation: Hefner D, Becker K. 2014. The Foundations of Leadership, p 219-231. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch8

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