Level Three Leadership : Getting below the Surface

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  • Edition: 3rd
  • Format: Paperback
  • Copyright: 2009-01-01
  • Publisher: Pearson College Div
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For MBA and upper-level undergraduate courses in Leadership, Organizational Behavior, and Change. The goal of this book is to provide practical principles of leadership that get beneath the surface, that intend to influence the thinking and feeling of others (Level Three) rather than just their behavior (Level One). The book is not about summarizing all the leadership theories, rather about integrating theory and practice and creating a model and a set of related perspectives and concepts about how a person can become a better, ethical leader in their own lives, in their work group, and in their organizations.

Author Biography

James G. Clawson has been a professor of Leadership and Organizational Behavior at the Darden Graduate School of Business Administration at the University of Virginia since 1981.

Table of Contents

Prefacep. xix
Backgroundp. xx
General Organization of the Bookp. xxi
Structure of the Bookp. xxi
Themes in the Bookp. xxii
What's New in This Editionp. xxiii
Acknowledgmentsp. xxv
Introductionp. 1
The Leadership Point of Viewp. 3
The Leadership Point of Viewp. 4
Seeing What Needs to Be Donep. 4
Understanding the Underlying Forces at Playp. 5
Initiating Action to Make Things Betterp. 6
The Changing Context of Leadershipp. 8
Hunter-Gatherersp. 9
Aristocratic Societyp. 9
The Industrial Revolution and Bureaucratic Societyp. 11
The Present Paradigm Shiftp. 14
General Model of Leadership in Organizationsp. 24
Leading Strategic Changep. 26
Key Elements of Leadershipp. 27
Results: Outcomes of Leadershipp. 30
Relationships Are the Keyp. 30
How the Diamond Model Relates to Other Models of Leadershipp. 32
Leadership Potentialitiesp. 32
Leading Ethicallyp. 33
The Diamond Model and What Chief Executive Officers Dop. 33
Basic Definitionsp. 35
Target Levels of Leadershipp. 39
Levels of Leadershipp. 42
Body, Head, and Heartp. 43
Connecting the Three Levels to Scholarly Viewsp. 46
Learning Level Three Leadershipp. 46
The Strong History of Level One Leadershipp. 48
The Focus and Impact of Level Three Leadershipp. 49
The Dark Side of Level Three Leadership and Engagementp. 50
Organizational Implicationsp. 51
Applying Level Three Leadership at Both the Individual and Organizational Levelsp. 52
The Moral Foundation of Extraordinary Leadershipp. 54
Morality, Ethics, and Legalityp. 54
Morality and Leadershipp. 55
The Moral Foundation of Effective Leadershipp. 57
The Normal Distribution of Employees' Value Addedp. 59
Universality of the Moral Foundation of Level Three Leadershipp. 62
A Leader's Guide to Why People Behave the Way They Dop. 66
The Beginningsp. 67
Motivationp. 73
The Rational-Emotive Behavior Modelp. 74
An REB Examplep. 81
Meaning Chainsp. 82
REB and Leading Changep. 82
The Self-Conceptp. 83
Defense Mechanismsp. 84
An Abbreviated List of Personal Defense Mechanismsp. 88
Healthy, Productive Defense Mechanismsp. 88
Moderately Healthy Defense Mechanismsp. 88
Unhealthy, Unproductive Defense Mechanismsp. 89
Dangerous Defense Mechanismsp. 89
Selfp. 91
Six Steps to Effective Leadershipp. 93
Clarifying Your Centerp. 95
Clarifying What Is Possiblep. 98
Clarifying What Others Can Contributep. 100
Supporting Others So They Can Contributep. 102
Being Relentlessp. 104
Measuring and Celebrating Progressp. 106
Leadership and Intelligencep. 110
Not One Intelligence, But Many: Gardner's Researchp. 111
Intelligence Quotientp. 112
Emotional Quotientp. 112
Social Quotientp. 116
Change Quotientp. 118
Resonance, Leadership, and the Purpose of Lifep. 122
Dreamsp. 124
Preparationp. 129
Setbacks, Obstacles, and Successesp. 132
Revisiting the Dreamp. 134
Resonancep. 137
Strategic Thinkingp. 141
Strategic Thinkingp. 143
Definitionsp. 143
Strategic Domainsp. 145
Fundamentals of Strategic Thinkingp. 145
Developing Strategic Thinkingp. 154
Essential Elements of Strategic Thinkingp. 156
Personal and Organization Chartersp. 159
Chartersp. 159
Leading Othersp. 175
Leading Othersp. 177
Sources of Powerp. 178
The Currency of Reciprocityp. 180
The Role of Trust and Respectp. 183
General Approach to Influencep. 184
Level Three Influencep. 186
Leading Teamsp. 190
What Makes a Team?p. 191
Team Life Cyclesp. 191
Team Rolesp. 194
Inspired Vision That Creates...p. 197
... A Powerful Sense of Missionp. 197
Getting the Right Peoplep. 197
Distributed Leadershipp. 198
Extraordinary Coordinationp. 199
Creative Supportp. 199
Moral Foundation for Respectp. 199
The Right Roles for the Right Peoplep. 200
Participationp. 200
The Right Measuresp. 201
Virtual Teamsp. 202
Leaders as Designersp. 207
Leading Organizational Designp. 209
A General Model of Organizational Design and Its Impact on Resultsp. 210
Organizational Culturep. 220
Organizational Resultsp. 222
Organizational Gluep. 223
Leading Changep. 227
A General Model of Changep. 227
The Role of Outside Help in Managing Changep. 230
Classic and Current Change Modelsp. 234
Roles in the Change Processp. 235
Responses to Change--Dying Little Deathsp. 236
Levels in Changep. 239
John Kotter's Model of Changep. 240
The Four P'sp. 240
The MIT Modelp. 240
Conclusionp. 245
Summaryp. 247
Summary of Basic Principles Introduced in This Bookp. 251
Supplementary Materialsp. 255
Level Three Leadership Program Workbookp. 257
General Leadership Modelp. 258
Strategic Challenges I'm Facingp. 258
Leadership Implications of My Strategic Challengesp. 259
Self-Assessment on the Six Steps to Effective Leadershipp. 261
Charter for My Organizationp. 262
Charter for My Work Groupp. 263
Charter for Myselfp. 264
Keep, Lose, Addp. 265
Systems and Processes That Need Redesigningp. 266
My Life's Dreamp. 267
Activities in Which I Resonatep. 268
Ways to Bring Resonance to Workp. 268
Ways I Want to Improve My Leadership Languagep. 269
Leading Changep. 270
Intelligence Self-Assessmentp. 271
Building Commitmentp. 272
What Do I Want to Do This Year?p. 273
Central Pointp. 274
Survey of Managerial Stylep. 275
Survey of Managerial Stylep. 276
Leadership and the Survey of Managerial Style (SMS)p. 279
Scoring Your Datap. 280
Interpreting Your Profilep. 282
Interpretive Alternativesp. 284
Suggestions for Strengthening Your SMS (VCM) Profilep. 284
Life's Dream Exercisep. 287
Identifying Your LDextp. 288
Identifying Your LDintp. 289
Implementing Your Life's Dream (LDint)p. 290
Leadership Steps Assessment (LSA)p. 291
Descriptors/Adjectivesp. 292
Descriptive Phrasesp. 293
The Theoryp. 294
Scoring Procedurep. 296
Displaying Your Scoresp. 297
Interpreting Your Scoresp. 297
LSA Data Collectionp. 303
Team Self-Assessmentp. 305
Assessing the Moral Foundation of Your Leadershipp. 308
Balancing Your Lifep. 310
Energy Management Exercisep. 319
Energy Action Itemsp. 320
Life's Story Assignmentp. 322
My Life's Story in 400 Words or Lessp. 323
My Life's Story Key Events Tablep. 324
Leadership Theoriesp. 325
Trait Approachp. 325
Behavior Approachp. 329
Power and Influence Approachp. 332
Situational Approachp. 334
Charismatic Approachp. 337
Transformational Approachp. 339
Cases That Applyp. 344
Introductionp. 344
Select Bibliographyp. 347
General Perspectivesp. 347
Individual Perspectivesp. 347
Strategic Thinking (Task Vision)p. 348
Creativityp. 348
Interpersonal Perspectivesp. 348
Organizational Perspectivesp. 349
Managing Changep. 349
Indexp. 351
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