Efnisyfirlit

• Preface
• Acknowledgments
• Part 1: Leadership in Four Dimensions
• Chapter 1: Introduction: The Power of Reframing
• The Curse of Cluelessness
• Framing
• Frame Breaking
• Four Leadership Frames
• Multiframe Thinking
• Conclusion
• Notes
• Part 2: Structural Leadership
• Chapter 2: Getting Organized
• Structure at United Parcel Service (UPS)
• McDonald’s and Harvard: A Structural Odd Couple
• Elements of Social Architecture
• Contextual Factors
• Applying the Structural Frame
• Conclusion
• Notes
• Chapter 3: Organizing Groups and Teams
• Lord of The Flies
• Saga of the Trapped Chilean Miners
• Comparing Leadership Dynamics
• Task and Structure in Teams
• Structures of Sports Teams
• Conclusion
• Notes
• Part 3: Human Resource Leadership
• Chapter 4: Leading People
• Treat ‘Em Like Dirt
• Semco: Investing in People
• Men’s Wearhouse: Getting it Right
• Conclusion
• Notes
• Chapter 5: Seeing Ourselves as Others See Us
• Ellen and Don
• Self-Awareness
• Leadership Skills: Advocacy and Inquiry
• Conclusion
• Notes
• Part 4: Political Leadership
• Chapter 6: The Leader as Politician
• Political Skills
• A Case Example: The Troubled Auditor
• Conclusion
• Notes
• Chapter 7: The Leader as Warrior and Peacemaker
• Steve Jobs: The Warrior
• Enter Bob Iger: The Peacemaker
• Orchestrating Conflict: Raise or Lower the Flame?
• A Case Example: Lois Payne
• Conclusion
• Notes
• Part 5: Symbolic Leadership
• Chapter 8: The Leader as Magician
• Cultural Revival at Starbucks
• The Ways of Magic: How Symbolic Leaders Work
• Conclusion
• Notes
• Chapter 9: Seeking Soul in Teams
• The Eagle Group: Reasons for Success
• Building a Soulful Team
• Conclusion
• Notes
• Part 6: Improving Leadership Practice
• Chapter 10: Reframing in Action
• Benefits and Risks of Reframing
• Reframing for Newcomers and Outsiders
• Conclusion
• Note
• Chapter 11: Images of Leadership: Can Crooked Kites Fly?
• Metrics Maestro: Amazon’s Jeff Bezos
• Leader of the Tribe: Zappos’s Tony Hsieh
• Authentic Engineer: Xerox’s Ursula Burns
• Warrior Artist: Apple’s Steve Jobs
• Conclusion
• Notes
• Chapter 12: Leadership and Change
• Limits of Leadership
• Carriers Versus Catalysts of Change
• The Frames and Change
• Resurrection at Ford Motor
• Conclusion
• Notes
• Chapter 13: Searching for Soul: Leadership Ethics
• Soul and Spirit in Organizations
• The Factory: Excellence and Authorship
• The Family: Caring and Love
• The Jungle: Justice and Power
• The Temple: Faith and Significance
• Conclusion
• Notes
• Chapter 14: Great Leaders, Great Stories
• Worldviews, Frames, and Stories
• Conclusion
• Notes
• Appendix: Leadership Orientations
• The Authors
• Index
• End User License Agreement