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This book is about managers in the real world. These managers—Real Managers, or RMs—are not the visible, charismatic leaders of industrial giants or even the highly successful executives from so-called excellent firms. They are not the managers described in best-selling management tomes. Instead, they are the great mass of managers who get things done every day in organizations large and small, national and local, famous and obscure.
As such, it highlights the real-life experiences of RMs. In this new, third edition, we have added a final tenth chapter on the personality of real managers who aspire to be leaders. We first explain why there is a very high rate of failure among leaders. Then we review the personality characteristics of emergent leaders (charisma and narcissism) and effective leaders (humility). We review global studies on what should be effective leaders’ ideal personality. We conclude with a study on versatile leadership, which enables leaders to be both successful and effective.
The study that formed the basis for the book had three major phases. In the first phase, it wanted to find an answer to the seemingly obvious, yet intriguing question: What do managers really do? In the second phase, the question was more specific: What do successful managers really do? In the third and final phase, the authors try to answer perhaps the most important question: What do effective managers really do?
