What is included with this book?
Introduction | p. 1 |
Exploring Leadership - A Personal Odyssey | p. 7 |
The Qualities Approach | p. 9 |
Can leadership qualities be developed? | p. 12 |
The Group or Functional Approach | p. 17 |
What is the Group or Functional Approach? | p. 19 |
Applying the Group or Functional Approach to training | p. 23 |
Leaders or managers? | p. 27 |
Discovering the generic role of leader | p. 29 |
Revisiting the Qualities Approach | p. 31 |
The manager as leader | p. 34 |
The Situational Approach | p. 35 |
What is the Situational Approach? | p. 36 |
The origins of the Situational Approach | p. 37 |
The Socratic tradition: can leadership be learnt? | p. 42 |
Levels of leadership | p. 46 |
The application of the Three Circles to organizations | p. 48 |
The role of the strategic leader | p. 49 |
Is it possible to transfer as a strategic leader from one organization to another? | p. 51 |
On practical wisdom | p. 54 |
How to Grow Leaders - The Seven Principles | p. 57 |
Training for leadership | p. 59 |
The most common error | p. 60 |
The second most common error | p. 69 |
Training team leaders | p. 73 |
You do not teach the paths of the forest to an old gorilla | p. 75 |
Do 'sheep dips' work? | p. 78 |
How to manage leadership training | p. 81 |
Keypoints | p. 82 |
Selection | p. 84 |
How do people become leaders? | p. 84 |
The principle of election | p. 90 |
Applying the Group or Functional Approach to first-line leadership selection | p. 92 |
Selection - the wider framework | p. 96 |
Keypoints | p. 102 |
Line managers as leadership mentors | p. 104 |
What is a mentor? | p. 105 |
The apprenticeship method | p. 106 |
At least you can say 'goodbye' | p. 110 |
Keypoints | p. 113 |
The chance to lead | p. 114 |
The military analogy | p. 114 |
What can organizations do? | p. 116 |
What constitutes a challenge? | p. 116 |
Fortune favours the prepared mind | p. 119 |
Keypoints | p. 122 |
Education for leadership | p. 124 |
Thinking outside the box | p. 125 |
Schools for leadership | p. 130 |
Growing university leaders | p. 137 |
New opportunities for 'education for leadership'? | p. 139 |
Keypoints | p. 144 |
A strategy for leadership development | p. 146 |
Reviewing the strategy | p. 148 |
Getting the structures right | p. 149 |
What surrounds and infuses a successful strategy is culture | p. 152 |
Keypoints | p. 155 |
The chief executive | p. 156 |
Learning to be a top strategic leader | p. 157 |
What does a strategic leader have to do? | p. 161 |
Make your presence felt in training for leadership | p. 164 |
Keypoints | p. 168 |
Conclusion | p. 170 |
Index | p. 175 |
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