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• Cover Page
• Half Title page
• Title Page
• Copyright Page
• Contents
• List of Tables and Figures
• Acknowledgments
• Introduction
• Part I Leadership in For-Profit Organizations
• 1 From Monopoly to Competition Challenges for Leaders in the Deregulated Investor-Owned Utility Industry
• Background: The Deregulated Energy Industry
• The Marketing Challenge
• The Evolution of Marketing
• Why a Marketing Orientation for Utilities?
• A Concise View of the Marketing Orientation
• Customer Orientation
• Competitor Orientation
• Interfunctional Coordination
• Long-term Horizon
• Profits
• An Expanded View of the Marketing Concept
• Focus on the Customer and Build Customer Commitment Throughout the Organization
• Invest in Market Intelligence
• Define and Nurture Distinctive Competence
• Select Customers Carefully
• Listen to the Customer
• Put Value-Capture in the Business Model
• Let the Customer Define Quality
• Manage for Profitability, Not for Sales Volume
• Position the Firm Carefully in the Value Chain
• Build Customer Relationships and Manage Customer Loyalty
• Measure and Manage Customer Expectations
• Build and Manage Brand Equity
• Develop Strategic Partnerships with Vendors and Resellers, Focus the Network on Customers, and Control Customer Relationships
• Innovate and Improve Continuously
• Define Business as a “Service Business”
• Create Customized Solutions for Customers
• Do Not Confuse Marketing with Selling
• Destroy Marketing Bureaucracy
• Manage Culture Along with Strategy and Structure
• The Organizational Culture Change Challenge
• Creating the Motivation to Change
• Learning New Concepts and New Meanings for Old Concepts and Internalizing New Concepts and Meanings
• Concluding Thoughts on the Adoption of a Marketing Orientation: The Culture is the Key
• Notes
• References
• 2 Reforming Wall Street Challenges for Financial Leaders in Publicly Traded Firms
• The Enron Example: Hedging Techniques Used to Mislead Investors
• Financial Leverage Simplified
• A Specific Enron Example
• The RNC Transactions and Enron’s Financial Statements
• The Tumble: What Went Wrong?
• Who Was Culpable?
• The Corporate Reporting Supply Chain
• Sarbanes-Oxley: A Summary of Provisions
• Enhanced Financial Disclosures under Sarbanes-Oxley
• Corporate Governance: the Board, the Audit Committee, and the CEO
• Just What Is Corporate Governance?
• Seven Keys to Excellent Board Governance
• 1 Director Independence
• 2 Director Qualifications
• 3 Limitations on Board Memberships
• 4 Board Members Should Be Nominated by Outside Directors
• 5 Board Alignment with Shareholders
• 6 Director Education and Commitment
• 7 Boards Should Be Committed to Long-term Shareholder Value
• A Checklist for Board Governance
• Auditors, Auditing, and the Balance Sheet
• Section 404 of Sarbanes-Oxley
• Is Sarbanes-Oxley Too Costly?
• Is Luca Pacioli Relevant Anymore?
• What is Needed to Reform Wall Street?
• References
• 3 Beyond Wall Street Leadership Challenges Unique to Small Private Companies and Entrepreneurial Firms
• Leadership Challenges in Small/Private Companies
• Capital Access and Investor Relations
• Functional Specialization
• Recruiting
• Ownership Transition
• Governance
• Leadership Challenges in the Entrepreneurial Firm
• Personality
• Scalability and Leader Development
• Leadership Succession
• The Future for Small/Private Companies
• References
• 4 Knowledge Management Leadership Challenges Coping with Mental Models and Operationalizing Knowledge Management Strategy and Practice
• Knowledge and Mental Models
• Organizational Culture
• Artifacts
• Values
• Basic Assumptions
• Character and Trust
• The Rising Importance of Knowledge as an Asset
• Knowledge Management
• Information Is Knowledge
• Kinds of Knowledge
• Explicit Knowledge Management
• Implicit Knowledge Management
• Tacit Knowledge Management
• Knowledge and a Culture of Learning
• Mental Models that are Barriers to Effective Knowledge Management
• People Get in the Way
• Not Invented Here
• Effective Knowledge Solutions
• Copy Exactly!
• A Clear Statement of Management Expectations
• Virtual Factory Structure
• Cross-Factory Joint Change-Control Boards
• Audit System to Find and Fix Deviations
• Cross-Factory Training of Key Technical People
• Supplier Education
• Seed Assignments
• Manufacturing 101
• A Model of “Paradigm Pioneering”
• Concluding Thoughts for Aspiring Knowledge Managers
• References
• Part II Leadership in Not-For-Profit Organizations
• 5 Leadership in a Not-For-Profit World A Mixed Toolbox
• Resources—the Boon and the Bane
• Financial Resources
• Staff Leadership
• Volunteer Leadership
• Leadership Relationships: Who Owns What?
• Hire for Attitude and Skills, Seek to Grow, and Recruit, Recruit, Recruit
• “Founder’s Syndrome”
• Competition
• Marketing
• Changes in the Sector
• Economic, Societal, and Technological Influences on Nonprofits
• Metrics, Evaluation, and Planning
• Measures and Accountability
• Prescriptions/Toolbox
• Context, Preparation, and Persuasion
• Context
• Preparation
• Persuasion
• Notes
• 6 The Challenges of Interpersonal Relationships, Employee Discipline, and Leadership Effectiveness in Religious Nonprofit Organizations
• Unique Leadership Challenges Afforded by Religious Nonprofit Organizations
• The Positive Factors of Spirituality in the Ministry Workplace
• Differences in Belief Within the Ministry Workplace
• The Spiritualization of Employment Issues
• The Spiritualization of Poor Task Performance
• The Spiritualization of Improper Attitude
• The Spiritualization of Accountability
• Unrealistic Expectations of the Ministry Work Environment—The Spiritualization of Work
• The Impact of Moral Failures upon Ministries—Spiritualizing Unethical Behavior
• Navigating the Complex Waters of Spiritual Plurality
• The Five Keys to Long-Term Ministry Leadership Success
• Ministry A—A Case of Leadership Failure
• Ministry B—A Case of Leadership Success
• Lessons from the Contemporary Business World—Some Concluding Thoughts for Ministry Leaders
• Note
• References
• 7 What the New Nonprofit Leaders Should Learn About Finance Beyond Fund-raising and Accounting
• Factors Shaping the Demand for Nonprofit Leaders in the United States
• The Expected Increase in Jobs
• The Expected Increase in Nonprofits
• The Relationship between Sector Growth and Growth in the Demand for New Nonprofit Leaders
• The Nexus Between Projecting the Need For Leaders and Training Them
• Current University-Based Programs and the Need for Standardization
• Why and what should Senior Managers Know about Finance?
• From Perspective to Content
• Due Diligence and the Ethics of Financial Transactions
• Conclusions
• References
• 8 Team-Based Leadership and Change in the Christian Church
• A New Model for Church Leadership
• The Church in Contemporary Society
• Tools Available to the Leader
• Implementing a Collaborative or Team-based Model
• Achieving Belonging and Participation
• Achieving Shared Ownership
• Achieving Movement
• Church Diversity and the Team-based Model
• Shepherding Change in the Local Congregation—a Case Study of Employing a Team-Based Model
• Assess the Need for Change
• Prepare for the Change
• Implement and Sustain the Change
• Change and Team-Based Leadership—Some Concluding thoughts
• Note
• References
• Part III Leadership in Government Organizations
• 9 Notes from the Belly of the Beast Leadership Challenges in the Federal Government
• The Nature of Leadership
• Leadership Issues in the Federal Government
• Federal Challenges
• People
• Government Performance
• Business Management
• Outsourcing
• Accountability
• Globalization
• Electronic Government
• Implications for Progressive Leadership
• References
• 10 The Achievements and Challenges of Military Leadership
• Military Leadership
• Top-Down Or Bottom-Up View?
• What is Military Leadership?
• Character
• Discipline
• Courage
• Commitment
• Oath of Office
• Oath of Enlistment
• Honor
• Are Military Leaders Born or Made?
• Operation Iraqi Freedom, 2003
• The Challenges of the Twenty-first Century Military Leadership
• Epilogue
• References
• 11 Leadership Challenges in Education Improving Administrative Decision Making
• Trends Impacting Schools and Educational Leadership
• Student Achievement
• Funding
• Teacher Quality
• Accountability and Standards
• Student Body Composition
• Technology
• Educational Choice
• The Balanced Scorecard: What is it? and can it Help Educational Leaders?
• Designing a Balanced Scorecard for a School: An Implementation Model
• Customer Service
• Internal Business Perspective
• Innovation and Learning Perspective
• Financial Perspective
• Developing and Implementing a Balanced Scorecard in a School
• Keys to Managing Change Projects and Implementing the Balanced Scorecard
• The Equation
• Measurement
• Technique
• Control
• Focused Persistence
• Consensus
• Conclusion
• References
• 12 Leadership Challenges in Local Government Economic Development, Financial Management, and Ethical Leadership
• Leadership For Community And Economic Development
• Citizen Leaders
• Social Capital and Economic Development
• Citizen Leadership in Rural Southern Communities
• Tupelo, Mississippi
• Uniontown, Alabama
• Demopolis, Alabama
• Morrilton, Arkansas
• Concluding Thoughts on Economic Development
• Leadership in Financial Management
• 1 Hire and Retain Competent Staff
• 2 Plan Ahead
• 3 Budget Wisely
• 4 Carefully Attend to Budget Implementation
• 5 Create a Rainy Day Fund
• 6 Manage Risks
• 7 Avoid Political Conflicts
• 8 Diversify Revenue Sources
• 9 Promote Economic Development
• 10 Seek Expert Advice
• Concluding Thoughts on Financial Management
• Ethical Leadership
• Standards of Behavior
• Ethical Dilemmas
• Poor Ethical Choices
• Establishing a Strong Ethical Culture
• A Checklist for Making Good Ethical Decisions
• Concluding Thoughts About Ethical Leadership
• Summary
• Notes
• Part IV Leadership Across Multiple Organizational Contexts
• 13 Developmental-Servant Leadership for Human Resource Professionals
• What is HR Developmental-Servant Leadership?
• Ten Principles of Developmental-Servant Leadership
• Relationship-oriented Principles
• Employee-oriented Principles
• Performance-oriented Principles
• Organizationally Oriented Principles
• Developmental-Servant Leader as Strategic Business Partner
• Steps in Becoming a Strategic Business Partner
• Establish Credibility
• Develop a Customer Service Strategy
• Exhibit Business Acumen
• Demonstrate Organizational Knowledge
• Strategic Partner Subroles
• Relationship Builder
• Influencer
• Consensus and Commitment Builder
• Employee Champion
• Performance Engineer
• Change Agent
• Problem Solver
• Analysts
• Key Benefits for Both HR Professionals and Their Organizations—some Concluding Remarks
• References
• 14 Engaging People’s Passion Leadership for the New Century
• Engaging People’s Passion
• A Positive Vision of the Future
• Inspiring Core Values
• An Engaging and Inclusive Leadership Style
• Emotional Intelligence Competencies
• Leadership Courage
• Concluding Thoughts
• References
• 15 “HR-Minded” Leadership Five Critical Areas of Focus for Contemporary Organizational Leaders
• Building the Case for “HR-Mindedness”
• Developing a Compelling Strategic Vision
• Visioning for Competitive Advantage and Maximum Employee Motivation
• Specificity
• Measurability
• Attainability
• Relevancy
• Time Sensitivity
• Employees Know How SMART the Vision Is
• Designing Engaging Jobs
• Assessing the Motivating Potential of Jobs
• The Employee is the “Product”
• The Employee Is Highly “Evolved”
• Instilling a Sound Organizational Conscience
• The Contemporary Organizational Spirituality Movement as Catalyst
• The Legitimate Role of Traditional Organized Religion
• Leveraging Organizational Knowledge
• Building Change Capacity
• “What” Versus “How”—The First Fundamental Misunderstanding
• Change for Change’s Sake—The Second Fundamental Misunderstanding
• The “Ugly” Truth about the Nature of Employees—Some Sobering Thoughts for HR-Minded Leaders
• Notes
• References
• 16 Leaders Speak Success and Failure in Their Own Words
• Background
• Approach
• Leaders Who Lead, and Succeed
• Military
• Business
• Politics and Government
• Leaders Who Fail
• Military
• Business
• Politics and Government
• Discussion and Conclusions
• Summary
• References
• Part V Global Leadership
• 17 Worldview and Global Leadership
• Leadership Literature
• The Task of a Country Leader
• Country Leadership, Wealth, and Well-Being
• Worldview, Leadership, and Satisfaction
• An Integral Worldview for Country Leadership
• An Introduction to Civil Society
• The Absence of Civil Society
• The Benefits of Civil Society
• Worldview: The Core of Effective Country Leadership
• Conclusion
• References
• 18 What Good Is This to Me? Managerial Implications of Global Leadership Research
• A Quick Reminder About Cross-Cultural Research and Stereotyping
• “Universality,” and what it Means (And Does Not Mean)
• Cultural Dimensions
• Culture Clusters
• Leadership Behaviors and Attributes
• Universally Endorsed Leader Characteristics
• Culturally Contingent Leader Characteristics
• Interpersonal Acumen
• Leadership Styles
• Are There Differences Based on a Company’s Industry?
• Implications for Leaders
• Likely Range of Application of Human Resource Practices
• Reward Systems
• Work Teams
• Personnel Selection Systems
• Mergers, Acquisitions, and Joint Ventures
• Conclusion
• Note
• References
• 19 New Rules for a New Century Help for Management and Leadership in This New Global Century
• The Twenty-One Rules for Future Organizations and Employees
• Rule 1 Improve Quality and Lower Costs—Yes, and Do It Even Faster!
• Rule 2 Return Customer and Product to Center Stage—and Keep Them There!
• Rule 3 Organizational Power Is Created, Not Shared—Everywhere!
• Rule 4 Progress Is Subjective, Quality Is Not—Sustainability Is Built from Quality!
• Rule 5 Global Thinking Really Leads Local Action—And Any Thinking Less Than Global Thinking Is Dangerous!
• Rule 6 Continuous Quality Improvement Seeds Global Development—Which Is Necessary for a Long-term Existence!
• Rule 7 Short-term Thinking Destroys Quality and Delays Development—Moving Faster Today Is Not the Only Answer!
• Rule 8 Appreciation Precedes Problem Identification—Problems Do Exist but What Works Best Is to Go Well Beyond the “Fixed” State!
• Rule 9 Component Optimization May Destroy System Optimization—Yes, the Parts Do Have to Work Together and Relational Infrastructure Is the New Answer!
• Rule 10 Flatter Organization Design Can Enhance Power—But It Is Also About How This Design Is Created That Is Important!
• Rule 11 Organizational Development Is Moving Horizontally and Bottom Up—Making Change Leaders of Us All!
• Rule 12 Ambiguity Is a Catalyst for Development—If It Is Such an Uncertain World, Why Do We Manage as if It Is Not?
• Rule 13 Conflict and Diversity Are Natural Assets—And in This Era of a New Global War We Had Better Learn How to Do Better with What Is Necessary for Our Survival!
• Rule 14 Working Smarter Is Much Smarter—And Equally Important Is Working with Heart as Well as Head!
• Rule 15 Training/Education Is the Prime Infrastructure—Every Successful Change Process Is Built from a Knowledge and Skill Base Built in from Day One!
• Rule 16 Strong Individuals Build Strong Teams—And Only When Strong Teams Help to Build and Work Well with Other Strong Teams Do Organizations Gain!
• Rule 17 Managers Are Not Necessary for Success but Management Is—Management and Leadership in Every Part of the Organization Is the Only Answer!
• Rule 18 Spiritual and Family Support Are Essential for High Performance—What Gives Life or Provides Spirit in Work Is More Than Any One Simple Bottom Line!
• Rule 19 Leadership Is Learning Focused but Responsibility Is Built—Building This Is One of the Biggest Areas of Demand and Only a Most Limited Skill Set Is Available!
• Rule 20 Transformational Leadership May Be Invisible but the Results Are Not—And Transformation Begins with the Person but Only in the Right Environment, Created for It to Flourish, Will It Last!
• Rule 21 Interdependency Underlies the Transformation Process—Yes, We Still Are in This Together, All of Us!
• Summary and Concluding Comments
• References
• 20 Restoring Ethics Consciousness to Organizations and the Workplace Every Contemporary Leader’s Challenge
• A Crisis of Ethics
• Why Ethics Matters
• Restoring Ethical Consciousness to Organizations and the Workplace
• Strong Ethical Culture Organizations
• Management’s Role in Institutionalizing Ethics in the Organization or the Workplace
• Top Management’s Role
• The Board of Directors’ Role
• Middle Management’s Role
• The Organization’s Value System
• Ethical Turnarounds: Restoring Ethics Consciousness to the Organization
• Create a Climate for Whistle-blowing
• Provide a Forum for Dialogue and Good Moral Conversation
• Recognize an Unethical Organization
• Relentlessly Pursue Institutionalizing Ethical Behavior
• Conclusion: Commitment to Ethical Action
• References
• List of Contributors
• Index