Discover the model that helps you become an effective leader and grow leadership skills in others.
Leadership doesn’t happen in a vacuum. It arises to fill a need of the leader’s constituents. So often people feel they are missing the keys to effective leadership. And that can be because they lack clarity about what motivates and inspires people into action.
In Growing Confident Leaders, AJ Josefowitz distills his leadership expertise into a simple, yet powerful model that anyone can use to improve their leadership skills or develop future leaders. Centered on the relationship between leaders and their constituents, the model shows how leaders can tap into the core motivators of meaning, hope, and trust to meet goals, generate creativity, and enhance accountability.
AJ Josefowitz is a leadership development consultant, coach, and trainer with a PhD in educational psychology. After decades developing leaders in the corporate arena, AJ now dedicates his time to teaching and consulting the next generation of leaders.
AJ Josefowitz is a leadership development consultant, coach, and trainer who resides in Austin, Texas. While completing his PhD work at the University of Minnesota, AJ held an internship with a newly forming corporate human resources development organization at Honeywell. That was a beneficial and instructive career-impacting experience. He subsequently worked for Honeywell Bull, a partnership between Honeywell and CII Bull, a French company, with a small share of the company held by Samsung. Three companies, very different histories, cultures, skill sets, and experiences, and of course, there were language challenges that impacted understanding and speed. AJ used to call that experience a laboratory of human relationships. It was very rich, and he learned a lot.
A long human resources department tenure at 3M followed. The size and complexity of the company, as well as its age and history, offered interesting and challenging work consistently. While he was there, AJ worked with leaders experienced in different specialties, work objectives, and structures. Across all those people and their leadership stories, a common thread was intellect and honesty. Generally, that was a very pleasant culture to work in.
In 2015, AJ retired from the company but not from his profession. He now spends his professional time teaching and consulting. The transition has been wonderful. He enjoys a host of clients, varied in their work directions and challenges but all united in a quest for better leadership. Writing this book seemed like the right thing to do next. Of course, AJ plans to continue teaching and consulting.
