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Index
Cover Contents Title Copyright Dedication Foreword Introduction and Acknowledgments
Organization of This Book Acknowledgments
About the Editor Part One: Framing the Issues: What Is Leadership?
Editor’s Interlude Chapter One: What Leaders Really Do
The Difference Between Management and Leadership Creating a Culture of Leadership
Chapter Two: Primal Leadership: The Hidden Power of Emotional Intelligence
The Primal Dimension The Open Loop Contagion and Leadership How Moods Impact Results Emotional Hijacking Good Moods, Good Work Quantifying the “Feel” of a Company Notes
Chapter Three: The Five Practices of Exemplary Leadership
Leadership Is a Relationship The Ten Commitments of Leadership Notes
Chapter Four: Reframing Leadership
Reframing Leadership Summary References
Chapter Five: When Leadership Is an Organizational Trait
Using Leadership Data as an Objective Focus for Change Building Organizational Coherence and Agility A Distinction with Consequences The Role of Enabling Systems Different in Countless Ways High LQ: the Moral Equivalent of Individual Leadership Lessons for the Next Generation of Leaders
Part Two: Becoming a Leader, Preparing for the Opportunities
Editor’s Interlude Chapter Six: The Seven Ages of the Leader
The Infant Executive The Schoolboy, with Shining Face The Lover, with a Woeful Ballad The Bearded Soldier The General, Full of Wise Saws The Statesman, with Spectacles on Nose The Sage, Second Childishness
Chapter Seven: The Traces of Talent Chapter Eight: Leadership Is Authenticity, Not Style
The Authentic Leader Being Your Own Person Developing Your Unique Leadership Style Being Aware of Your Weaknesses The Temptations of Leadership Dimensions of Authentic Leaders
Chapter Nine: Thinking Gray and Free Chapter Ten: Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia
Leadership Journeys Psycho-Spiritual Dimensions of Leadership Development Reflections on the Journeys Lessons on Leadership Journeys Cultivating a Leadership Philosophy References
Chapter Eleven: Moments of Greatness: Entering the Fundamental State of Leadership
Defining the Fundamental State Preparing for the Fundamental State Asking Four Transformative Questions Applying the Fundamental Principles Inspiring Others to High Performance
Part Three: Understanding the Territory, Anticipating the Challenges
Editor’s Interlude Chapter Twelve: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation
Sense Making and Everyday Theory Building Sorting Complexity: Leveraging the Pluralism in Organizational Theory A Four-Dimensional Diagnostic Model: Issues, Choice Points, and Areas of Focus Central Frame Tensions Reframing: Using and Teaching Reflection and Cognitive Elasticity Being a Generalist and a Specialist References
Chapter Thirteen: Leadership and the Power of Position: Understanding Structural Dynamics in Everyday Organizational Life
On Automatic Pilot: Seeing Systems as They Are The Vision: Robust Human Systems Moving from Reflexive to Robust Notes
Chapter Fourteen: The Boundaryless Organization: Rising to the Challenges of Global Leadership
Boundaryless Behavior: The Art of the Fluid A Changing Paradigm for Organizational Success Out with the Old—In with the New The Giant and the Upstart Four Boundaries Permeability in Action Get Ready for Resistance Making It Happen Notes
Chapter Fifteen: Knowledge Management Involves Neither Knowledge nor Management
Why Knowledge Management Doesn’t Work How Knowledge Management Can Work Notes
Chapter Sixteen: The Sustainability Sweet Spot: Where Profit Meets the Common Good
A Map to the Sweet Spot “Prove It!” Three Ways Sustainability Enhances Your Business Additional Business Benefits of Sustainability Hard Cases Final Thoughts Notes
Chapter Seventeen: Leading Geeks: Technology and Leadership
Understanding Geeks Why Geek Leadership Is Different What Is Geek Leadership? Summary: Key Ideas
Chapter Eighteen: Leading in Black and White: Working Effectively Across the Racial Divide
The Assumption of Similarity The Effect of Miasma Adding It All Up What Colleagues Need to Know Self-Development Education Behavior
Chapter Nineteen: Managing Middlescence
The Problems Six Strategies for Revitalizing Careers Rekindle Now
Part Four: Making It Happen
Editor’s Interlude Chapter Twenty: The First Ninety Days of Leadership
Fundamental Propositions Success Strategies for New Leaders Notes
Chapter Twenty-One: What Is Our Mission?
It Should Fit on a T-Shirt Why Does the Organization Exist? Make Principled Decisions
Chapter Twenty-Two: The Power and Creativity of a Transforming Vision
The Transforming Vision Notes
Chapter Twenty-Three: Finding the Right Vision
Properties of a Good Vision What Vision Is Not Where Vision Comes From Getting Started References
Chapter Twenty-Four: Developing Strategy: The Serious Business of Play
Linking Play, Leadership Development, and Strategizing Comparing Serious Playing and Traditional Strategizing Benefits of Playing with Serious Intent How to Play Seriously and the Role of Leadership in Play References
Chapter Twenty-Five: The Leader as Politician: Navigating the Political Terrain
Agenda Setting Mapping the Political Terrain Networking and Building Coalitions Bargaining and Negotiation Morality and Politics Summary References
Chapter Twenty-Six: Want Collaboration? Accept—and Actively Manage—Conflict
Strategies for Managing Disagreements at the Point of Conflict Strategies for Managing Conflict upon Escalation Tapping the Learning Latent in Conflict
Chapter Twenty-Seven: Creating and Managing a Learning Culture: The Essence of Leadership
What Might a Learning Culture Look Like The Evolving Role of a Learning Leader Becoming a Learning Leader References
Chapter Twenty-Eight: Leading Change: Why Transformation Efforts Fail
Error #1: Not Establishing a Great Enough Sense of Urgency Error #2: Not Creating a Powerful Enough Guiding Coalition Error #3: Lacking a Vision Error #4: Undercommunicating the Vision by a Factor of Ten Error #5: Not Removing Obstacles to the New Vision Error #6: Not Systematically Planning For and Creating Short-Term Wins Error #7: Declaring Victory Too Soon Error #8: Not Anchoring Changes in the Corporation’s Culture
Chapter Twenty-Nine: Leading at the Enterprise Level
The Enterprise Leader’s Job An Unnatural Act Overcoming the Obstacles Bridging the Strategy-Capabilities Gap
Chapter Thirty: The Leader as Toxin Handler: Organizational Hero and Casualty
What Toxin Handlers Do Filling a Need The Toll of Toxin Handling Handling Toxin Handlers Making Toxin Handlers Obsolete In Good Company
Chapter Thirty-One: Bad Leadership—and Ways to Avoid It
Incompetent Rigid Intemperate Callous Corrupt Insular Evil The Heart of Darkness: Seeing It, Avoiding It Leaders: Self-Help Followers: Working with Others Notes
Chapter Thirty-Two: Good or Not Bad: Standards and Ethics in Managing Change
Managing Change Requires Fixed Points Ethics as an Insufficient Fixed Point Virtuousness as a Supplemental Fixed Point References
Part Five: Sustaining the Leader
Editor’s Interlude Chapter Thirty-Three: A Survival Guide for Leaders
A Hostile Environment The Dangers Within Why Lead?
Chapter Thirty-Four: Preserving Integrity, Profitability, and Soul
Soul Searching How Much Is Enough? Finding Common Ground Accounting for the Good Closing Thoughts: From Success to Significance Notes
Chapter Thirty-Five: Learning for Leadership: Failure as a Second Chance
Ways to Create a New Identity Example of Adversity as a Spur to Learning The Value of Failure
Chapter Thirty-Six: Nourishing the Soul of the Leader: Inner Growth Matters
Spiritually Inspired Leadership: The Good Company In Closing: A Caveat About Tensions Between Religion and Spirituality Notes
Chapter Thirty-Seven: Choose Hope: On Creating a Hopeful Future
Credits End User License Agreement
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