TRANSFORMING!
How Managers Become Leaders
by
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Leadership of people is a high calling. Few have an adequate understanding of it; fewer still are able to put it into practice. It is not science, nor can one practice it as a set of mechanistic principles. It is above all, an art form, but it does have certain first principles from which we can derive its application. People, living, breathing humans, are true partners with their leaders. Authentic leaders create followers and teams that outperform others who superficially seem equal. True leaders envision people as the fuel of the enterprise. They bring its vision to life whether in a market, a battle in war, or a classroom. Our external environment changes at a rate more rapid than any time in recorded history. Technology drives all manner of events with dizzying speed. While all these events surround and confound us, the one constant is human nature. Peoples needs and attitudes change somewhat, but the core of human nature is intact. The events in the narratives herein are as applicable now as they were 2,000 years ago. One of the great weaknesses of mankind is that we seem destined to commit the mistakes of the previous generation in our own. We should do well to remember that it is not history that repeats, but human nature, or perhaps, the history of human nature.
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About the Book
Transforming-—How Managers Become Leaders addresses the issues pertinent to both first -time supervisors and leaders at every level. While anyone may read and gain from the content, Transforming is designed to be used as a facilitative tool by groups through the generation of discussion and creative conflict. It stresses a critical thinking approach that can be applied to leadership issues and values using narratives from the author’'s personal experiences and historical references. Each of the narratives is an actual event and is approached from an analytical perspective in order to build a discussion around the values and actions of leaders. The goal of the work is to articulate the differences between mere managers and those who seek to transform the workplace through leadership of human capital.
About the Author
Kenneth Breaux is a retired US Naval Officer who served in a variety of craft and as a Commanding Officer of Reserve Training Units. He retired with the rank of Commander. He worked as a project manager for Electronic Data Systems, and as a contract corporate training developer. He has significant experience in team building and in business analysis, operations, processes and procedures. He earned a Bachelor of Science degree from the University of Louisiana at Lafayette and an MBA from Pepperdine University. He also has done graduate level studies at the US Naval War College. This is his second book.