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• Preface
• Acknowledgments
• About the Author
• Chapter 1 Understanding Leadership
• Introduction
• Ways of Viewing Leadership
• Leadership Is a Trait
• Leadership Is an Ability
• Leadership Is a Skill
• Leadership Is a Behavior
• Leadership Is a Relationship
• Leadership Is an Influence Process
• New and Evolving Approaches to Leadership
• Leadership and Management
• Leadership and Culture
• Leadership’s “Dark Side”
• Understanding Effective Leadership
• Summary
• Key Terms
• Chapter 2 Recognizing Your Traits
• Introduction
• Leadership Traits Explained
• Intelligence
• Confidence
• Charisma
• Determination
• Sociability
• Integrity
• Leadership Traits in Practice
• Harriet Tubman (c. 1820–1913)
• Traits and Characteristics
• Winston Churchill (1874–1965)
• Traits and Characteristics
• Mother Teresa (1910–1997)
• Traits and Characteristics
• Dr. Anthony Fauci (1940– )
• Traits and Characteristics
• Oprah Winfrey (1954– )
• Traits and Characteristics
• LeBron James (1984– )
• Traits and Characteristics
• Summary
• Key Terms
• Chapter 3 Understanding Leadership Styles
• Introduction
• Leadership Philosophy Explained
• Theory X
• Assumption 1: The average person dislikes work and will avoid it if possible.
• Assumption 2: People need to be directed and controlled.
• Assumption 3: People want security, not responsibility.
• Theory Y
• Assumption 1: The average person does not inherently dislike work. Doing work is as natural as play.
• Assumption 2: People will show responsibility and self-control toward goals to which they are committed.
• Assumption 3: In the proper environment, the average person learns to accept and seek responsibility.
• Leadership Styles Explained
• Authoritarian Leadership Style
• Democratic Leadership Style
• Laissez-Faire Leadership Style
• Leadership Styles in Practice
• Summary
• Key Terms
• Chapter 4 Attending to Tasks and Relationships
• Introduction
• Task and Relationship Styles Explained
• Task Style
• Relationship Style
• Task and Relationship Leadership in Practice
• Task Leadership
• Relationship Leadership
• Integrating Task and Relationship Leadership
• Summary
• Key Terms
• Chapter 5 Developing Leadership Skills
• Introduction
• Administrative Skills Explained
• Administrative Skills in Practice
• Managing People
• Managing Resources
• Showing Technical Competence
• Interpersonal Skills Explained
• Interpersonal Skills in Practice
• Being Socially Perceptive
• Showing Emotional Intelligence
• Managing Interpersonal Conflict
• Conceptual Skills Explained
• Conceptual Skills in Practice
• Problem Solving
• Strategic Planning
• Creating Vision
• Summary
• Key Terms
• Chapter 6 Engaging Strengths
• Introduction
• Strengths-Based Leadership Explained
• Historical Background
• Gallup
• Positive Psychology
• Identifying and Measuring Strengths
• Gallup and the CliftonStrengths Profile
• VIA Institute on Character and Inventory of Strengths
• Centre of Applied Positive Psychology and the Strengths Profile Assessment
• Strengths-Based Leadership in Practice
• Discovering Your Strengths
• Developing Your Strengths
• Addressing Your Weaknesses
• Recognizing and Engaging the Strengths of Others
• Fostering a Positive Strengths-Based Environment
• Summary
• Key Terms
• Chapter 7 Creating a Vision
• Introduction
• Vision Explained
• A Picture
• A Change
• Values
• A Map
• A Challenge
• Vision in Practice
• Articulating a Vision
• Implementing a Vision
• Summary
• Key Terms
• Chapter 8 Working With Groups
• Introduction
• Groups Explained
• Types of Groups
• Task Groups
• Process Groups
• Stages of Groups
• Forming
• Storming
• Norming
• Performing
• Adjourning
• Individual Group Roles
• Group Task Roles
• Group-Building and Maintenance Roles
• Individual Roles
• Benefits of Group Work
• Groups in Practice
• Establish a Constructive Climate
• Provide Structure
• Clarify Goals
• Clarify Group Norms
• Build Cohesiveness
• Ways to Build Group Cohesion
• Promote Standards of Excellence
• Require Results
• Review Results
• Reward Results
• Address Out-Group Members
• Strategy 1: Listen to Out-Group Members
• Strategy 2: Show Empathy to Out-Group Members
• Strategy 3: Recognize the Unique Contributions of Out-Group Members
• Strategy 4: Help Out-Group Members Feel Included
• Strategy 5: Create a Special Relationship With Out-Group Members
• Strategy 6: Give Out-Group Members a Voice and Empower Them to Act
• Summary
• Key Terms
• Chapter 9 Embracing Diversity and Inclusion
• Introduction
• Diversity and Inclusion Explained
• Diversity
• Inclusion
• Equity
• Approaches to Diversity
• Early Years—1960s and 1970s
• Era of Valuing Diversity—1980s and 1990s
• Diversity Management and Inclusion in the 21st Century—2000 to Present
• Inclusion Framework
• Diversity and Inclusion in Practice
• Model of Inclusive Practices
• Leader Practices That Advance Diversity and Inclusion
• 1.  Feeling Safe
• 2.  Feeling Involved and Engaged
• 3.  Feeling Respected and Valued
• 4.  Feeling Influential
• 5.  Feeling Authentic and Whole
• 6.  Recognizing, Attending to, and Honoring Diversity
• Barriers to Embracing Diversity and Inclusion
• Ethnocentrism
• Prejudice
• Unconscious Bias
• Stereotypes
• Privilege
• Summary
• Key Terms
• Chapter 10 Managing Conflict
• Introduction
• Conflict Explained
• Communication and Conflict
• Conflict on the Content Level
• Conflict Regarding Beliefs and Values
• Conflict Regarding Goals
• Conflict on the Relational Level
• Relational Conflict and Issues of Esteem
• Relational Conflict and Issues of Control
• Relational Conflict and Issues of Affiliation
• Managing Conflict in Practice
• The Fisher and Ury Approach to Conflict
• Principle 1: Separate the People From the Problem
• Principle 2: Focus on Interests, Not Positions
• Principle 3: Invent Options for Mutual Gains
• Principle 4: Insist on Using Objective Criteria
• Communication Strategies for Conflict Resolution
• Differentiation
• Fractionation
• Face Saving
• The Kilmann and Thomas Styles of Approaching Conflict
• Avoidance
• Competition
• Accommodation
• Compromise
• Collaboration
• Summary
• Key Terms
• Chapter 11 Addressing Ethics in Leadership
• Introduction
• Leadership Ethics Explained
• Leadership Ethics in Practice
• The Character of the Leader
• The Actions of the Leader
• The Goals of the Leader
• The Honesty of the Leader
• The Power of the Leader
• The Values of the Leader
• Culture and Leadership Ethics
• Summary
• Key Terms
• Chapter 12 Exploring Destructive Leadership
• Introduction
• Destructive Leadership Explained
• Toxic Triangle
• Destructive Leaders
• Susceptible Followers
• Conducive Environments
• Confronting Destructive Leadership in Practice
• Leaders
• Followers
• Context
• Summary
• Key Terms
• Glossary
• References
• Index