Essential Lessons on Leadership (Collection) (2nd Edition) by Huntsman, Jon -- Read -- Imperial Library of Trantor

Index

Title Page Copyright Page Contents Moral Intelligence 2.0

Values and Operating Philosophy Cultural Relativism and Moral Horizons of Significance Believing and Belonging Moral Intelligence Endnotes

Acknowledgments About the Authors Introduction

Leaders Interviewed Thought Partners

Part I. Moral Intelligence

1. Good Business

Moral Stupidity Act 1 What Does Moral Leadership Look Like? Endnotes

2. Born to Be Moral

What the Best Leaders Believe A Visit to the Nursery Nature Versus Nurture Growing Up Moral Learning to Be Responsible When Things Go Wrong Inside Your (Moral) Brain It’s All in Your Head The Moral Map of Your Brain Why We’re Good and Why We’re Bad So What Goes Wrong? The Neuroscience of Moral Decision Making Can We Actually Change Our Brain? Moral Software Endnotes

3. Your Moral Compass

Frame 1: Moral Compass Values Discovering Your Values The Morality of Values Put It in Writing Frame 3: Behavior Endnotes

4. Staying True to Your Moral Compass

Common Moral Viruses Endnote

Part II. Developing Moral Skills

5. Integrity

Acting Consistently with Principles, Values, and Beliefs Telling the Truth Standing Up for What Is Right Keeping Promises

6. Responsibility

Taking Responsibility for Personal Choices Admitting Mistakes and Failures Embracing Responsibility for Serving Others Endnote

7. Compassion and Forgiveness

Actively Caring About Others Letting Go of Your Own Mistakes Letting Go of Others’ Mistakes

8. Emotions

Self-Awareness Understanding Your Thoughts Personal Effectiveness Deciding What to Think Self-Control Nurturing Emotional Health Interpersonal Effectiveness Empathy Misplaced Compassion Respecting Others Getting Along with Others Endnote

9. Making Moral Decisions

How Roger Used the 4 Rs Endnotes

Part III. Moral Leadership

10. The Moral Leader

Performance Problems Endnote

11. Leading Large Organizations

The Fabric of Values Is There Such a Thing as a Morally Intelligent Organization? The Morally Intelligent Organization—An Aerial View Morally Intelligent Policies The Principles That Matter Most Cultivating Organizational Integrity The Responsible Organization The Compassionate Organization The Forgiving Organization Recruiting for Values Reinforcing Values Starts at the Top The Power of Formal Rewards Success Stories Ideal Versus Real Values and the Global Organization Endnotes

12. Moral Intelligence for the Entrepreneur

Moral Values in Small Organizations Last Words About Business Start-Ups Endnotes

Epilogue: Becoming a Global Moral Leader

Raising the Stakes Watch Your Wake Give Back Create the Future A Global Business Opportunity Conclusion Endnotes

A. Strengthening Your Moral Skills

A Look in the Mirror Using the MCI The Right Frame of Mind for Completing the MCI Scoring and Interpreting Your MCI Prioritizing Your Moral Development Efforts The Road Less Traveled The 80/20 Rule Your Moral Development Plan Putting Your Moral Development Plan into Practice Breaking Bad Habits Reward Yourself for Positive Change Surround Yourself with Positive People Do I Really Need to Change? Books, Audio, and Video Media Workshops Personal Counseling Executive Coaching Endnote

B. Moral Competency Inventory (MCI) C. Scoring the MCI

Moral Competencies Worksheet What Your Total MCI Score Means

D. Interpreting Your MCI Scores

Total MCI Score (Alignment Score) Highest and Lowest Competency Scores Individual Item Scores Reality Testing Do Your Scores Matter? Now What?

Index

Do the Right Thing

Copyright Page Dedication Page Acknowledgments About the Author Introduction Chapter 1. Stumbling into the Business World Chapter 2. 9/11 Chapter 3. The Question Was Answered... Chapter 4. ...But I Don’t Want to Be a Corporate Bureaucrat Chapter 5. Getting Off the Ground Chapter 6. The Ten-Minute Turnaround Chapter 7. The Great Texas Whiskey War Chapter 8. I Just Couldn’t Resist Chapter 9. Some of the Obvious Things I Learned

1. Southwest Flies Only One Aircraft Type, the Boeing 737 2. Southwest Turns Around Its Planes Quickly 3. Southwest Operates a Point-to-Point Route System 4. Southwest Keeps Things Simple 5. Southwest Maintains a Very Strong Balance Sheet 6. Southwest Is an Operationally Excellent Company

Chapter 10. We’re in What Kind of Business? Chapter 11. With a Little Help from Our Competitors... Chapter 12. Leaders Are Everywhere Chapter 13. Great Organizations Have Great Leaders at Every Level Chapter 14. In Case You Didn’t Get It... Great Organizations Have Great Leaders at Every Level Chapter 15. Great Leaders Make the People Around Them Better Chapter 16. People Recognize a Phony Chapter 17. People Follow a Leader They Trust Chapter 18. Who Wants the "Best" People? Chapter 19. Looking for the Right People Chapter 20. Interview for Attitude Chapter 21. Attitudes Also Matter at 30,000 Feet Chapter 22. Everybody Remembers Their Interview Chapter 23. Every Job Affects Others Chapter 24. People Need to Understand Their Mission Chapter 25. Shared Goals, Shared Knowledge, and Mutual Respect = A Shared Mission Chapter 26. Do People Think Like Employees or Owners? Chapter 27. Making Employees Owners Chapter 28. A Sense of Ownership Chapter 29. Make Work Fun Chapter 30. Build a Customer Service Culture Chapter 31. Everything He Did Was So I Could Come to Work... Chapter 32. Fun Can Have a Purpose Chapter 33. Celebrate Success and Achievement Chapter 34. Creating Entrepreneurs Chapter 35. Encourage Unconventional Thinking Chapter 36. Suggestion Boxes Chapter 37. Many Roads Lead to the Promised Land Chapter 38. Define the Right Goals and Give People Room to Succeed Chapter 39. The Two-Minute Drill Chapter 40. Give People Something to Believe In—Define a Grand Mission Chapter 41. Create a Culture in Which People Want to Do the Right Things Chapter 42. It’s a Family Affair Chapter 43. The Tactics of Success May Vary, but the Principles Are Constant Chapter 44. Be Yourself and Have Some Fun Chapter 45. It’s a Round World Index

Winners Never Cheat

Copyright Page Dedication Page Praise for Winners Never Cheat Acknowledgments About the Author Foreword Introduction: Good Times, Bad Times Chapter One. Lessons From the Sandbox Chapter Two. Check Your Moral Compass Chapter Three. Play By the Rules Chapter Four. Setting the Example Chapter Five. Keep Your Word Chapter Six. Why We Cross the Line Chapter Seven. Pick Advisors Wisely Chapter Eight. Get Mad, Not Even Chapter Nine. Graciousness Is Next To Godliness Chapter Ten. Your Name Is On the Door Chapter Eleven. The Obligation To Give Back Chapter Twelve. The Bottom Line Perspective: From Larry King Perspective: From Neil Cavuto Perspective: From Wayne Reaud

Ultimate Leadership

Copyright Page Dedication Page Praise for Ultimate Leadership Foreword Preface About the Author List of Contributors Acknowledgments Unlocking the Secrets of Successful Leadership

Chapter 1. Leadership Principles: The Basis of Successful Leadership

Who Should Read the Book? The Basic Principles of Successful Leadership The Plan of the Book Leadership Versus Management Summary

Chapter 2. The Many Contexts of Leadership

Command-and-Control Organizations Partnerships of Peers Entrepreneurial Organizations The Academic World Business Round-Tables and Other Peer Groups Nonprofits The Military Government The Operating Room Organizations in Crisis Summary

Mastering the Contexts of Leadership

Chapter 3. The Top-Down Organization: Learning That It’s Not So Simple

Context: The Top-Down Organization Top-Down Leadership: The Military Context Top-Down Leadership and Change at Fuji Xerox The Pitfalls of Top-Down Leadership Leading in Other Contexts Summary Endnotes

Chapter 4. The Organization of Peers: Leading Your Equals

Context: The Organization of Peers Potential Pitfalls of Leading Peers Leading in Other Contexts Summary

Chapter 5. The Organization in Crisis: Turning Danger into Opportunity

Context: The Organization in Crisis Potential Pitfalls of Leading During a Crisis A Different Approach Summary Endnotes

Chapter 6. When Organizations Change: Transforming the Culture

Context: Leading Change in an Organization How Leaders Transform Organizations A Tale of Three Transformations Four-Point Go Forward Plan The People Strategy Lessons from Continental’s Turnaround Mergers and Organizational Change Potential Pitfalls in Leading Change Leading in Other Contexts Summary Endnotes

Chapter 7. The Entrepreneurial Organization: Sharing Your Vision with Others

Context: The Entrepreneurial Organization Life After Wharton The Professional Schools Business Exit Strategy When Entrepreneurial Leadership Fails: Errors and Potential Pitfalls Leading in Another Context Leadership and Social Entrepreneurship Summary

Chapter 8. The Academic Organization: Learning from the Wharton Experience

Context: The Academic Organization First the Faculty Rationalizing the Curriculum Energizing Executive Education Streamlining Fundraising Working the Plan The Potential Pitfalls of Academic Leadership Leading in Other Contexts Hearing from the Faculty Summary

Chapter 9. National Cultures and Context: Leading in a Global Environment

Context: Diverse National Cultures Culture and Leadership Styles: The GLOBE Project Building Global Leaders: The Honeywell Way Laughter: The Best Medicine A Tool for Success: The 80-20 Rule Characteristics of Some Major National Cultures The Potential Pitfalls of Leading in Diverse National Cultures Summary Endnotes

The Wider View of Leadership

Chapter 10. The Heart of Leadership: Motivating Workers

The Importance of Motivation Retain the Best People Summary Endnotes

Chapter 11. Putting It All Together

Integrity Execution Opportunities Ready for Change In a Crisis, Stay a Step Ahead of Followers Release the Potential of Followers Foster Innovation Followers’ Aspirations and the Strategic Plan Good Judgment Build Confidence Rewards That Motivate Followers Plan Ahead but Don’t Get Ahead of Followers Communicate with Everyone A Symbol of Leadership Leadership Makes the Difference Final Thoughts on Leadership

Contributor Biographies Index

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