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Active Listening. Improve Your Ability to Listen and Lead. J–B CCL (Center for Creative Leadership)

  • ID: 2216563
  • Book
  • November 2007
  • 32 Pages
  • John Wiley and Sons Ltd
Active listening is a person s willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to the other person, avoiding premature judgment, reflecting understanding, clarifying information, summarizing, and sharing. By learning and committing to the skills and behaviors of active listening, leaders can become more effective listeners and, over time, improve their ability to lead.
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7 Listening and Leadership

12 The Active Listening Skill Set

18 Barriers to Active Listening

21 How to Improve Your Listening Skills

28 Leading with Active Listening

29 Suggested Readings

30 Background

31 Key Point Summary

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This series of guidebooks draws on the practical knowledge that the
Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared–in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today′s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL′s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Michael H. Hoppe is a senior program and research associate at CCL s Greensboro campus. He delivers custom programs to clients worldwide, as well as the Leadership Development Program (LDP)® and other open–enrollment programs. He also researches and designs modules on cross–cultural leadership issues. Michael holds an M.S. in clinical psychology from the University of Munich, Germany; an M.S. in educational psychology and statistics from the State University of New York at Albany; and a Ph.D. in adult education and institutional studies from the University of North Carolina at Chapel Hill.

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