Preface | p. xix |
Background | p. xx |
General Organization of the Book | p. xxi |
Structure of the Book | p. xxi |
Themes in the Book | p. xxii |
What's New in This Edition | p. xxiii |
Acknowledgments | p. xxv |
Introduction | p. 1 |
The Leadership Point of View | p. 3 |
The Leadership Point of View | p. 4 |
Seeing What Needs to Be Done | p. 4 |
Understanding the Underlying Forces at Play | p. 5 |
Initiating Action to Make Things Better | p. 6 |
The Changing Context of Leadership | p. 8 |
Hunter-Gatherers | p. 9 |
Aristocratic Society | p. 9 |
The Industrial Revolution and Bureaucratic Society | p. 11 |
The Present Paradigm Shift | p. 14 |
General Model of Leadership in Organizations | p. 24 |
Leading Strategic Change | p. 26 |
Key Elements of Leadership | p. 27 |
Results: Outcomes of Leadership | p. 30 |
Relationships Are the Key | p. 30 |
How the Diamond Model Relates to Other Models of Leadership | p. 32 |
Leadership Potentialities | p. 32 |
Leading Ethically | p. 33 |
The Diamond Model and What Chief Executive Officers Do | p. 33 |
Basic Definitions | p. 35 |
Target Levels of Leadership | p. 39 |
Levels of Leadership | p. 42 |
Body, Head, and Heart | p. 43 |
Connecting the Three Levels to Scholarly Views | p. 46 |
Learning Level Three Leadership | p. 46 |
The Strong History of Level One Leadership | p. 48 |
The Focus and Impact of Level Three Leadership | p. 49 |
The Dark Side of Level Three Leadership and Engagement | p. 50 |
Organizational Implications | p. 51 |
Applying Level Three Leadership at Both the Individual and Organizational Levels | p. 52 |
The Moral Foundation of Extraordinary Leadership | p. 54 |
Morality, Ethics, and Legality | p. 54 |
Morality and Leadership | p. 55 |
The Moral Foundation of Effective Leadership | p. 57 |
The Normal Distribution of Employees' Value Added | p. 59 |
Universality of the Moral Foundation of Level Three Leadership | p. 62 |
A Leader's Guide to Why People Behave the Way They Do | p. 66 |
The Beginnings | p. 67 |
Motivation | p. 73 |
The Rational-Emotive Behavior Model | p. 74 |
An REB Example | p. 81 |
Meaning Chains | p. 82 |
REB and Leading Change | p. 82 |
The Self-Concept | p. 83 |
Defense Mechanisms | p. 84 |
An Abbreviated List of Personal Defense Mechanisms | p. 88 |
Healthy, Productive Defense Mechanisms | p. 88 |
Moderately Healthy Defense Mechanisms | p. 88 |
Unhealthy, Unproductive Defense Mechanisms | p. 89 |
Dangerous Defense Mechanisms | p. 89 |
Self | p. 91 |
Six Steps to Effective Leadership | p. 93 |
Clarifying Your Center | p. 95 |
Clarifying What Is Possible | p. 98 |
Clarifying What Others Can Contribute | p. 100 |
Supporting Others So They Can Contribute | p. 102 |
Being Relentless | p. 104 |
Measuring and Celebrating Progress | p. 106 |
Leadership and Intelligence | p. 110 |
Not One Intelligence, But Many: Gardner's Research | p. 111 |
Intelligence Quotient | p. 112 |
Emotional Quotient | p. 112 |
Social Quotient | p. 116 |
Change Quotient | p. 118 |
Resonance, Leadership, and the Purpose of Life | p. 122 |
Dreams | p. 124 |
Preparation | p. 129 |
Setbacks, Obstacles, and Successes | p. 132 |
Revisiting the Dream | p. 134 |
Resonance | p. 137 |
Strategic Thinking | p. 141 |
Strategic Thinking | p. 143 |
Definitions | p. 143 |
Strategic Domains | p. 145 |
Fundamentals of Strategic Thinking | p. 145 |
Developing Strategic Thinking | p. 154 |
Essential Elements of Strategic Thinking | p. 156 |
Personal and Organization Charters | p. 159 |
Charters | p. 159 |
Leading Others | p. 175 |
Leading Others | p. 177 |
Sources of Power | p. 178 |
The Currency of Reciprocity | p. 180 |
The Role of Trust and Respect | p. 183 |
General Approach to Influence | p. 184 |
Level Three Influence | p. 186 |
Leading Teams | p. 190 |
What Makes a Team? | p. 191 |
Team Life Cycles | p. 191 |
Team Roles | p. 194 |
Inspired Vision That Creates... | p. 197 |
... A Powerful Sense of Mission | p. 197 |
Getting the Right People | p. 197 |
Distributed Leadership | p. 198 |
Extraordinary Coordination | p. 199 |
Creative Support | p. 199 |
Moral Foundation for Respect | p. 199 |
The Right Roles for the Right People | p. 200 |
Participation | p. 200 |
The Right Measures | p. 201 |
Virtual Teams | p. 202 |
Leaders as Designers | p. 207 |
Leading Organizational Design | p. 209 |
A General Model of Organizational Design and Its Impact on Results | p. 210 |
Organizational Culture | p. 220 |
Organizational Results | p. 222 |
Organizational Glue | p. 223 |
Leading Change | p. 227 |
A General Model of Change | p. 227 |
The Role of Outside Help in Managing Change | p. 230 |
Classic and Current Change Models | p. 234 |
Roles in the Change Process | p. 235 |
Responses to Change--Dying Little Deaths | p. 236 |
Levels in Change | p. 239 |
John Kotter's Model of Change | p. 240 |
The Four P's | p. 240 |
The MIT Model | p. 240 |
Conclusion | p. 245 |
Summary | p. 247 |
Summary of Basic Principles Introduced in This Book | p. 251 |
Supplementary Materials | p. 255 |
Level Three Leadership Program Workbook | p. 257 |
General Leadership Model | p. 258 |
Strategic Challenges I'm Facing | p. 258 |
Leadership Implications of My Strategic Challenges | p. 259 |
Self-Assessment on the Six Steps to Effective Leadership | p. 261 |
Charter for My Organization | p. 262 |
Charter for My Work Group | p. 263 |
Charter for Myself | p. 264 |
Keep, Lose, Add | p. 265 |
Systems and Processes That Need Redesigning | p. 266 |
My Life's Dream | p. 267 |
Activities in Which I Resonate | p. 268 |
Ways to Bring Resonance to Work | p. 268 |
Ways I Want to Improve My Leadership Language | p. 269 |
Leading Change | p. 270 |
Intelligence Self-Assessment | p. 271 |
Building Commitment | p. 272 |
What Do I Want to Do This Year? | p. 273 |
Central Point | p. 274 |
Survey of Managerial Style | p. 275 |
Survey of Managerial Style | p. 276 |
Leadership and the Survey of Managerial Style (SMS) | p. 279 |
Scoring Your Data | p. 280 |
Interpreting Your Profile | p. 282 |
Interpretive Alternatives | p. 284 |
Suggestions for Strengthening Your SMS (VCM) Profile | p. 284 |
Life's Dream Exercise | p. 287 |
Identifying Your LDext | p. 288 |
Identifying Your LDint | p. 289 |
Implementing Your Life's Dream (LDint) | p. 290 |
Leadership Steps Assessment (LSA) | p. 291 |
Descriptors/Adjectives | p. 292 |
Descriptive Phrases | p. 293 |
The Theory | p. 294 |
Scoring Procedure | p. 296 |
Displaying Your Scores | p. 297 |
Interpreting Your Scores | p. 297 |
LSA Data Collection | p. 303 |
Team Self-Assessment | p. 305 |
Assessing the Moral Foundation of Your Leadership | p. 308 |
Balancing Your Life | p. 310 |
Energy Management Exercise | p. 319 |
Energy Action Items | p. 320 |
Life's Story Assignment | p. 322 |
My Life's Story in 400 Words or Less | p. 323 |
My Life's Story Key Events Table | p. 324 |
Leadership Theories | p. 325 |
Trait Approach | p. 325 |
Behavior Approach | p. 329 |
Power and Influence Approach | p. 332 |
Situational Approach | p. 334 |
Charismatic Approach | p. 337 |
Transformational Approach | p. 339 |
Cases That Apply | p. 344 |
Introduction | p. 344 |
Select Bibliography | p. 347 |
General Perspectives | p. 347 |
Individual Perspectives | p. 347 |
Strategic Thinking (Task Vision) | p. 348 |
Creativity | p. 348 |
Interpersonal Perspectives | p. 348 |
Organizational Perspectives | p. 349 |
Managing Change | p. 349 |
Index | p. 351 |
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