The Extraordinary Leader: Turning Good Managers into Great Leaders Hardcover – May 28, 2009

I liked this book very much - purhaps one of the best on leadership i've read. Unlike many other books, this one is supported by a robust and comprehensive study conducted by the authors, who also did a great job in analyzing and interpreting data and presenting the findings to the readers. I liked the fact, that the authors didn't just try to impose their opinions, but rather provided the readers with the facts and their interpretation of those facts. Great job in quantifying and classifying leadership attributes and studying the inter-relations between the attributes and potential impacts on the results. The book reads very good and is not overloaded with academical studies - it is practical, easy to follow and is build around leadership framework developed by the authors. I would especially recommend to read this book, if you are looking for an alternative (and probably more comprehensive) perspective on leadership, compared to the number of Gallup books (Strengthsfinders, etc.).

I chose this book as a gift for participants in my leadership development program because I think it is one of the best recent books on leadership. So many books seem to rehash the same ideas. The writing is clear and the ideas are equally applicable whether the person is just beginning on his leadership journey or is trying to refine her leadership skills even further. I especially like how the authors incorporate a lot of research results without being dry.

I have read a lot of leadership books. This was is one of the best I have ever read. Based on extensive, sensible research with practical advice for leaders.Highly recommended

Though Zenger and Folkman stated that leadership is developed, they concluded that people must naturally possess basic leadership traits (231). They admit, however, that being born with natural abilities is not enough for one to become a great leader (231). Since one must have natural abilities of leadership first, this last statement seems contrary to their suggestion that people can improve their "leadership outcome" by "deciding to become a great leader" (232).The authors stressed that strengths, not weaknesses, ought to be improved. Halfway through the book, though, Zenger and Folkman added that "in some cases" improvement of weaknesses was the best place to start (158). They referred to these weaknesses as "fatal flaws," which they claimed led to "failure in leadership" (160). The effects of "fatal flaws" not only affected the individual, but also the leader's subordinates (168). To illustrate this occurrence, they recounted a story of the "tyrannical" vice president who had no interpersonal skills. His inapproachability and his inability to accept ideas from others created subordinates who lacked initiative or creativity. Even under the leadership of a new vice president, these individuals could not recover from the effects of being "smothered" by the previous leader (168).Zenger and Folkman posed several evaluative questions. For instance, one query asked, "Can people really change?" Others include, "Are people truly valuable? Do people possess latent talents and abilities?" and "Is it worth the organization's investment to help an individual fix a fatal flaw in his or her leadership skills?" (169). This book was not written from an evangelical Christian perspective, and as such, the answer to these questions were oblivious to the fact that people are image bearers of God. The truth is that people are capable of change with God's help (Matt. 19:26). They are also very valuable to Him, in fact, the Bible is clear about people's special place in creation: "What is man that You are mindful of him? ...For You have made him a little lower than the angels, and You have crowned him with glory and honor. You have made him to have dominion over the works of Your hands; You have put all things under his feet (Psalm 8:4-6).People are valuable because they are made in the image of God (Gen. 1:26). Due to the fall, all humans are sinful creatures and in need of redemption (Gen. 3). The expression of an organization's love is its investment to help an individual "fix a fatal flaw" in his or her leadership skill. This love is reminiscent of God's love towards mankind. Just as Christ's death and resurrection offers people a second chance, an organization should offer restoration to an individual.More so, the bible states, "Masters, give your bondservants what is just and fair, knowing that you also have a Master in heaven (Col. 4:1)," and "God has given each of us the ability to do certain things well...If God has given you leadership ability, take the responsibility seriously... (Romans 12:6-8 NLT)." Becoming a "great leader" encompasses more than working on one's "fatal flaws" or improving personal weaknesses, a great leader is one who has a servant's heart and acknowledges God as the Leader of his or her life (Matthew 20:26; John 3:30; 1 Samuel 16:7).The authors admitted, "Given our current condition, leadership is still nearly impossible to define or describe in detail or specificity" (9). This statement reflected the limitations of human wisdom. The authors failed in their attempt to educate people on how to turn "good managers into great leaders" because despite the numerous knowledgeable reference sources listed in the Endnotes section of the book, without an understanding of God and the Biblical basis of creation, fall, and redemption, no secular book can ever accurately describe true leadership.The presupposition that people become leaders when they work on their strengths and study the examples of established leaders was accurate, however the authors left out some very crucial points. First, one must follow the leadership patterns of godly men and women (1 Corinthians 11:1), not of those whom are merely great managers. Second, people should work to excel within their God-gifted abilities (1 Corinthians 12). When these two things are accomplished, the result is truly an extraordinary leader.

An incredibly interesting read. To break down the barriers of self-improvement and leadership in this fashion is ground breaking with the research that was done. The difference between improving best qualities and having that bleed into weaknesses as compared to striving for average is an amazing takeaway.Definitely worth the read, whether you are in business or not.

. . . to find out the HOW. The authors make great hay of defining the WHAT -- What is a good leader? What characteristics are essential, and which are nice-to-have? What are the fatal flaws that will torpedo a career and a team? But it's short on the Hows -- how can I develop these characteristics. My company has adopted the dimensions of THE EXTRAORDINARY LEADER for our evaluation and appraisal system for managers so I'm working through it with the managers who report to me. We are finding gaps in the text to tell us how to develop ourselves so we are filing in for ourselves -- being the extraordinary leaders we are! <grin>Incidentally, I've gone through the 360-degree feedback the Zenger company offers. The company is having us do that exercise from the top down. I found it helpful, but it's not for the faint of heart. For a mediocre manager or for a manager with enemies, it can be absolutely devastating.

The company I work for follows the competency model as set out here for talent assessment and development. I have also done the 360 feedback and assessment. Worthwhile for anyone who assesses talent, manages others and seeks to gain insight in how to improve their management/leadership effectiveness.

Wow this book was purchased because I'm on a track to management and wanted to be sure I'm a Great Leader. I'm about half way through the book and it is amazingly helpful.