Extraordinary Performance from Ordinary People : Value Creating Corporate Leadership

by Ward; Bowman; Kakabadse

• ISBN13: 9780750683012
• ISBN10: 0750683015
• Edition: 1st
• Format: Paperback
• Copyright: 2006-12-19
• Publisher: Elsevier Science

Summary

Extraordinary performance from ordinary people is a must read for the high performing manager with the ambition to reach corporate leadership status. The book is as practical as it is exciting. How to succeed and which personal qualities are required from those who display the capability for great responsibility, are the themes that run throughout. The book focuses on both the key value adding activities and disciplines for driving through change and the styles of corporate leaders that attract success Extraordinary performance from ordinary people highlights how the leaders of the company, as a corporate team, can adopt and adapt the four value creating styles. It emphasises how to recognise which leadership framework suits the challenges of particular competitive environments. This insight nurtures a confidence to act decisively adopting an approach to communication which harnesses the energies of the organisation to achieve stretching performance targets. It concentrates on how leaders make a difference by what they do. Diagnostic models that show what really works and under which circumstances are core to this book. * Shows how a connected and aligned team can be positively committed to delivering the vision of the business and how to add value in corporate leadership * Provides a practical framework for developing the key leadership roles in any size and type of organization

Table of Contents

Preface	p. ix
Developing a Practical Leadership Model	p. 1
Redefining corporate leadership	p. 3
Introduction	p. 3
Separating leadership from management	p. 8
The value-creating role of leadership	p. 13
The key characteristics of leadership	p. 18
Value-creating leadership activities	p. 28
Introducing the model	p. 32
Illustrating the need for the model	p. 38
Summary	p. 41
Focused leadership styles	p. 45
Introduction	p. 45
Leading means being the best	p. 48
Strategic versus people leadership	p. 51
Transactional versus transformational leadership	p. 53
Focus in order to create value	p. 55
Focus of corporate top team leaders	p. 58
Impact on organizational culture	p. 61
Summary	p. 64
A practical model	p. 66
Most leaders are also followers	p. 69
Introduction	p. 69
Complementary versus contradictory	p. 73
Developing the model	p. 75
Leadership without a leader	p. 92
Summary	p. 93
Identifying the Right Leadership Style	p. 97
Value-creating inspirational leadership	p. 99
Overview of the inspiring leader style	p. 99
The implications of focusing on the visioning activity	p. 104
Key challenges faced by the inspiring leader	p. 105
The founding of Microsoft	p. 106
The origins of IBM	p. 112
The 3M example	p. 116
Another inspiring leader role	p. 120
Continually creating new know-how	p. 123
Visioning leaders at other levels	p. 125
Conclusion	p. 128
Focusing on the delivering leadership activity	p. 129
Overview of incentivizing style leaders	p. 129
Ideal follower profile	p. 134
Connecting and aligning activities	p. 137
Shareholder style leadership at lower levels of the business	p. 138
The classic examples	p. 139
The planning and control process	p. 143
A more sustainable role model?	p. 148
Sustainability issues	p. 151
Conclusion	p. 156
Connecting the parts of the business	p. 159
Overview of enabling style	p. 159
Focusing on the connecting activity	p. 162
Enabling style leaders at other levels	p. 164
Leveraging brand-building expertise	p. 167
Cultural implications and leadership challenges	p. 174
Leveraging the product development process	p. 176
Sustainability issues	p. 178
Leveraging knowledge through franchising	p. 180
Conclusion	p. 183
Aligning the organization	p. 185
Connecting versus aligning	p. 185
Overview of the directing style	p. 186
Implications for followers	p. 189
Another benefit of alignment	p. 192
From Model T to today	p. 194
Using scale to mitigate risk	p. 199
Potential problems of alignment	p. 201
Service-level agreements	p. 205
A strong leadership role	p. 207
Changing leadership style	p. 208
Conclusion	p. 211
The Leadership Model in Practice and Theory	p. 213
Leading change and changing leaders	p. 215
Leading, not managing, change	p. 215
Changing leaders	p. 223
Leaders are also followers	p. 225
From leader to follower	p. 232
Conclusion	p. 233
Theoretical underpinnings of the model	p. 235
Introduction	p. 235
Value creation through leadership	p. 236
Links to corporate strategy theory	p. 242
Fitting our model into the existing theory	p. 244
Conclusion	p. 249
References	p. 251
Index	p. 253
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