Efnisyfirlit

• 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