The Connected Leader

by Gobillot, Emmanuel

• ISBN13: 9780749448301
• ISBN10: 074944830X
• Format: Hardcover
• Copyright: 2006-10-31
• Publisher: Kogan Page Ltd

Summary

html>head>/head>body>p>Traditional organizational boundaries limit our ability to deliver results. The Connected Leader argues that many of the old leadership recipes are outdated and don't take into account changes in the work environment and informal social networks within the organization. /p>p>/p>p>Taking a new approach to leadership theory, the author (a senior director at Hay Group) argues that modern leaders engage with employees and improve performance by building on trust, giving meaning to workplace relationships and by creating dialogue within the organization. The Connected Leader provides diagnostic tools for readers to evaluate their own skills and directly relate the insights from the book to their own situation. /p>p>/p>/body>/html>

Table of Contents

Acknowledgements	xi
Introduction	1	(10)
Part One: The case for connections	11	(42)
1. What do people want?	13	(18)
What drives engagement and why does it matter?	14	(3)
How is the nature of engagement changing?	17	(3)
What are the new rules of engagement?	20	(6)
The 30-second recap	26	(2)
The leadership takeaway	28	(3)
2. How do organizations respond?	31	(30)
How do organizations and individuals become disconnected?	32	(11)
What does an organization designed for engagement look like?	43	(5)
The 30-second recap	48	(3)
The leadership takeaway	51	(2)
Diagnostic tools 1: Do you know what people want?	53	(8)
Part Two: The case for connected leadership	61	(38)
3. What must leaders do?	63	(18)
What do leaders do?	64	(5)
What impact do leaders create?	69	(8)
The 30-second recap	77	(1)
The leadership takeaway	78	(3)
4 How can leaders succeed?	81	(28)
How do leaders achieve high performance in the people economy?	82	(4)
What is different about the new high-performing leadership recipe?	86	(10)
The 30-second recap	96	(2)
The leadership takeaway	98	(1)
Diagnostic tools 2: Are you ready to respond?	99	(10)
Part Three: The levers of connected leadership	109	(54)
5. How to connect through trust	111	(18)
Why is trust critical to connected leaders?	112	(5)
How do connected leaders create and sustain trust?	117	(1)
Becoming a trusted channel	118	(3)
Exercising thoughtful influence	121	(2)
Having concern for impact	123	(2)
The 30-second recap	125	(2)
The leadership takeaway	127	(2)
6. How to engage through meaning	129	(18)
Why is meaning critical to performance?	130	(7)
How do connected leaders co-create meaning?	137	(1)
Having no boundaries	138	(2)
Doing the groundwork	140	(2)
Being tenacious	142	(2)
The 30-second recap	144	(2)
The leadership takeaway	146	(1)
7. How to sustain performance through dialogue	147	(22)
Why does real dialogue matter to performance?	148	(6)
How do connected leaders sustain dialogue?	154	(1)
Listening first	154	(2)
Humility	156	(2)
Infectious passion	158	(2)
The 30-second recap	160	(2)
The leadership takeaway	162	(1)
Diagnostic tools 3: How connected are you?	163	(6)
Part Four: Developing connected leadership	169	(40)
Step 1: Understand the 'real'	171	(8)
Mapping your 'real' organization	172	(1)
Patterns of 'real' organizations	173	(3)
Creating a 'real' map	176	(3)
Step 2: Map out the 'formal'/'real' gap	179	(4)
The gap matters	180	(1)
The key questions	181	(2)
Step 3: Evaluate your impact	183	(6)
iPod leadership	183	(3)
Developing strategies	186	(3)
Step 4: Develop connected leadership characteristics	189	(12)
Integrated versus sequential development	190	(4)
Developing characteristics	194	(1)
Developing trust	194	(1)
Developing meaning	195	(2)
Developing dialogue	197	(1)
Development tactics	198	(3)
Step 5: Build a supporting context	201	(8)
Contextual improvement	202	(2)
Impact as the key to unlocking connections	204	(2)
The leadership takeaway	206	(3)
Concluding thoughts	209	(2)
Notes	211	(4)
Index	215

Excerpts

Part 1: The case for connections Chapter 1 What do people want? What drives engagement and why does it matter?; How is the nature of engagement changing?; What are the new rules of engagement?; The 30-second recap; The leadership takeaway Chapter 2 How do organizations respond? How do organizations and individuals become disconnected?; What does an organization designed for engagement look like? The 30-second recap; The leadership takeaway Part 1: Diagnostic questions Part 2: The case for connected leadership Chapter 3 What must leaders do? What do leaders do?; What impact do leaders create?; The 30-second recap; The leadership takeaway Chapter 4 How can leaders succeed? How do leaders achieve high performance in the people economy?; What is different about the new high-performing leadership recipe? The 30-second recap; The leadership takeaway Part 2: Diagnostic questions Part 3: The levers of connected leadership Chapter 5 How to connect through trust Why is trust critical to connected leaders?; How do connected leaders create and sustain trust?; Becoming a trusted channel; Exercising thoughtful influence; Having concern for impact; The 30-second recap; The leadership takeaway Chapter 6 How to engage through meaning Why is meaning critical to performance?; How do connected leaders co-create meaning?; Having no boundaries; Doing the groundwork; Being tenacious; The 30-second recap; The leadership takeaway Chapter 7 How to sustain performance through dialogue Why does real dialogue matter to performance?; How do connected leaders sustain dialogue?; Listening first; Humility; Infectious passion; The 30-second recap; The leadership takeaway Part 3: Diagnostic questions Part 4: Developing connected leadership Chapter 8 Step 1: Understand the 'real' Mapping your 'real' organization; Patterns of 'real' organizations; Creating a 'real' map Chapter 9 Step 2: Map out the 'formal'/'real' gap The gap matters; The key questions Chapter 10 Step 3: Evaluate your impact iPod leadership; Developing strategies Chapter 11 Step 4: Develop connected leadership characteristics Integrated versus sequential development; Developing characteristics; Developing trust; Developing meaning; Developing dialogue; Development tactics; TWISTED development Chapter 12 Step 5: Build a supporting context Contextual improvement; Impact as the key to unlocking connections; The leadership takeaway Chapter 13 Concluding thoughts