The document summarizes the book "The 360 Degree Leader" by John Maxwell. It discusses key topics like the myths of leading from the middle, challenges faced by middle managers, and principles for leading up, across, and down an organization. The value of 360 degree leadership is developing leadership at all levels to create a more effective team. While providing an overview of leadership concepts, the document notes some criticisms of the book, such as lack of empirical evidence and neglecting situational factors.

1. The 360 Degree LeaderDeveloping your Influence from Anywhere in the Organization Ayub Jake Salik 12/8/2010

2. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 2

3. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 3

5. Sold 19 million books

6. Leadership speaker

7. Fortune 500 companies

8. Founder of EQUIP,

9. Non-profit global mission ministry, in 1996.

10. Trained more than 5 million leaders in 126 countries worldwide. John C. Maxwell 4

11. Other Books By John Maxwell 5 50 + books on leadership

12. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 6

13. 360 - Degree Leader 7

14. What Percent of Leaders are in the Middle? 42 % 69 % 78% 87 % 99 % 8

15. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 9

16. The Myths of Leading from the Middle of an Organization The Position Myth: "I can't lead if I am not at the top" The Destination Myth: "When I get to the top, then I'll learn to lead.“ The Influence Myth: "If I were on top, then people would follow me.“ The Inexperience Myth: "When I get to the top, I'll be in control.“ 10

17. The Myths of Leading from the Middle of an Organization The Freedom Myth: "When I get to the top, I'll no longer be limited.“ The Potential Myth: "I can't reach my potential if I'm not the top leader.“ The All-or-Nothing Myth: "If I can't get to the top, then I won't try to lead.“ 11

18. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 12

19. Challenges Leaders Faces The Tension Challenge: The Pressure of Being Caught in the Middle The Frustration Challenge: Following an Ineffective Leader The Multi-Hat Challenge: One Head . . . Many Hats The Ego Challenge: You're Often Hidden in the Middle 13

20. Challenges Leaders Faces The Fulfillment Challenge: Leaders Like the Front More than the Middle The Vision Challenge: Championing the Vision Is More Difficult When You Didn’t Create It The Influence Challenge: Leading Others Beyond Your Position Is Not Easy 14

21. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 15

22. Lead Yourself Exceptionally Well Manage your priorities (85% on your strengths, 15% learning, 5% other) Lighten Your Leader's Load Do your own job well first Be Willing to Do What Others Won't Be the first to step up and help Do More than Manage - Lead! See yourself as an agent of change Invest in Relational Chemistry Know the leader's priorities Principles for Leading Up 16

23. Be Prepared Every Time You Take Your Leader's Time Invest ten fold Know When to Push and When to Back Off Timing is important Become a Go-To Player Make people rely on you Be Better Tomorrow than You Are Today Continuous Improvement Principles for Leading Up 17

24. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 18

25. Principles for Leading Across Understand, Practice, and Complete the Leadership Loop Put Completing Fellow Leaders Ahead of Competing with Them Embrace healthy competition 19

26. Principles for Leading Across Be a Friend Find common ground not related to work Avoid Office Politics Avoid gossip Expand Your Circle of Acquaintances Expand beyond your inner circle, your expertise, your strengths Let the Best Idea Win Don’t take rejection personally Don't Pretend You're Perfect Admit your faults 20

27. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 21

28. Principles for Leading Down Walk Slowly Through the Halls Pay attention on people See Everyone As a “10” Catch them doing something right Develop Each Team Member as a Person Link organizational goals and individual development Place People in Their Strength Zones Give them the right job 22

29. Principles for Leading Down Model the Behavior You Desire Your behavior determines the culture Transfer the Vision Clarity, Purpose, Goals Reward for Results Give more than just praise 23

30. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 24

31. Why is a 360 Degree Leader Valuable? A Leadership Team Is More Effective than Just One Leader Leaders Are Needed at Every Level of the Organization Leading Successfully at One Level Is a Qualifier for Leading at the Next Level Good Leaders in the Middle Make Better Leaders at the Top 360-Degree Leaders Possess Qualities Every Organization Needs 25

33. Maturity

34. Endurance

35. Accountability/DependabilityAdaptability Discernment Perspective Communication Security Servant hood 26

36. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 27

38. Leadership as shared diffused process ( Nature of Leadership - Pg.4)

39. Managers network of contact ( The nature of Managerial Work - Pg.28)

40. Creating followers at each level of organization ( Nature of Leadership - Pg. 9)

41. Middle managers advice to leverage personal power. ( Power and Influence - Pg. 155)

42. Servant Leadership.( Ethical, Servant .. Leadership - Pg. 419)

43. Use of informational power for upward, downward and lateral influence. ( Power and Influence – Pg.163)28

45. Followers identities ( Dyadic Relations - Pg.139)

46. Interpersonal skills (Managerial Traits and Skills – Pg. 191 )

47. Proactive influence tactics (Power and Influence - Pg. 79)

48. Lateral consultation(Participative Leadership – Pg. 91)29

51. Delegation guidelines (Participative Leadership - Pg 108)

52. Guidelines for using reward power (Power and Influence - Pg. 158)

53. Guidelines for formulating vision (Leading Change - Pg. 313)

54. Role modeling (Charismatic Leadership - Pg. 291)30

56. Guidelinesfor formulation vision (Leading Change – Pg. 313)

57. Relation oriented behavior (Participative Leadership – Pg. 91)

58. Reliance on personal power (Power and Influence - Pg. 185)

59. Effective use of core influencing techniques (Power and Influence. - Pg. 181)

60. Patterns of relationship (The Nature of Managerial Work - Pg. 37)

61. Emotional intelligence: (Managerial Traits and Skills - Pg 212 )31

63. Misconception of true nature of leadership ( Why Anyone be Led by You – HBR 2001)

64. Ability to manage complex web of connections (How Centered Leaders Achieve Extraordinary Results. McKinsey Quarterly – 2010)

65. Balanced approach and emotional capacity in leadership ( The Work of Leadership - Pg. HBR 2001)32

67. Building trust and open communication channels with people. (What leaders Really Do?. HBR 2001)

68. Catering needs of organization before ones one. (What makes an Effective Executive. HBR 2004)33

69. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 34

70. What was good about the book? Minimum leadership language Simple easy read Topic addressing less discussed topic Peer to peer leadership & leading bosses Guidelines for creating 360 - degree influence Everyday use techniques Online assessment tool Basic 360 degree leadership skills evaluation 35

71. 360 Degree Assessment 36

72. 360 – Degree Assessment Report 37

73. Road Map About the author Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? Rating Questions 38

74. What was not so good about the book? Material repetition Topic sequence No solid research and empirical evidence Servant leadership style – not always successful Neglecting situational aspects of 360 leader No cases study to explain 360 Degree leadership Excessive author self marketing 39

75. Recap Book overview Myths Challenges Leading Up Leading Across Leading Down Value of 360 Leader Comparison with Leadership Literature What was good about the book ? What was not so good about the book ? 40

76. Rating 41

77. Is 360 Degree Leadership possible? 42

78. Where to Start the 360 Degree Journey? 43