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Business Leadership: A Jossey-Bass Reader

Name: Business Leadership: A Jossey-Bass Reader
Author: Joan V. Gallos
ISBN: 9780787988197

by Joan V. Gallos

January 2008

Intermediate to advanced

624 pages

15h 44m

English

Jossey-Bass

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Copyright
Foreword
Introduction and Acknowledgments
ORGANIZATION OF THIS BOOKACKNOWLEDGMENTS
About the Editor
1. Framing the Issues: What Is Leadership?
1. What Leaders Really Do
1.1. THE DIFFERENCE BETWEEN MANAGEMENT AND LEADERSHIP1.1.1. Setting a Direction vs. Planning and Budgeting1.1.2. Aligning People vs. Organizing and Staffing1.1.3. Motivating People vs. Controlling and Problem Solving1.2. CREATING A CULTURE OF LEADERSHIP
2. Five Primal Leadership
2.1. THE PRIMAL DIMENSION2.2. THE OPEN LOOP2.3. CONTAGION AND LEADERSHIP2.4. HOW MOODS IMPACT RESULTS2.5. EMOTIONAL HIJACKING2.6. GOOD MOODS, GOOD WORK2.7. QUANTIFYING THE "FEEL" OF A COMPANY
3. The Five Practices of Exemplary Leadership
4. Reframing Leadership
4.1. REFRAMING LEADERSHIP4.1.1. Architect or Tyrant? Structural Leadership4.1.2. Catalyst or Wimp? Human Resource Leadership4.1.3. Advocate or Hustler? Political Leadership4.1.4. Prophet or Zealot? Symbolic Leadership4.2. SUMMARY
5. When Leadership Is an Organizational Trait
5.1. USING LEADERSHIP DATA AS AN OBJECTIVE FOCUS FOR CHANGE5.2. BUILDING ORGANIZATIONAL COHERENCE AND AGILITY5.3. A DISTINCTION WITH CONSEQUENCES5.4. THE ROLE OF ENABLING SYSTEMS5.5. DIFFERENT IN COUNTLESS WAYS5.6. HIGH LQ: THE MORAL EQUIVALENT OF INDIVIDUAL LEADERSHIP5.7. LESSONS FOR THE NEXT GENERATION OF LEADERS

2. Becoming a Leader, Preparing for the Opportunities
6. The Seven Ages of the Leader
6.1. THE INFANT EXECUTIVE6.2. THE SCHOOLBOY, WITH SHINING FACE6.3. THE LOVER, WITH A WOEFUL BALLAD6.4. THE BEARDED SOLDIER6.5. THE GENERAL, FULL OF WISE SAWS6.6. THE STATESMAN, WITH SPECTACLES ON NOSE6.7. THE SAGE, SECOND CHILDISHNESS
7. The Traces of Talent
8. Leadership Is Authenticity, Not Style
8.1. THE AUTHENTIC LEADER8.2. BEING YOUR OWN PERSON8.3. DEVELOPING YOUR UNIQUE LEADERSHIP STYLE8.4. BEING AWARE OF YOUR WEAKNESSES8.5. THE TEMPTATIONS OF LEADERSHIP8.6. DIMENSIONS OF AUTHENTIC LEADERS8.6.1. Understanding Your Purpose8.6.2. Practicing Solid Values8.6.3. Leading with Heart8.6.4. Establishing Close and Enduring Relationships8.6.5. Demonstrating Self-Discipline
9. Level 5 Leadership: The Triumph of Humility and Fierce Resolve
9.1. NOT WHAT YOU WOULD EXPECT9.2. NOT WHAT WE EXPECTED, EITHER9.3. HUMILITY + WILL = LEVEL 59.4. A COMPELLING MODESTY9.5. AN UNWAVERING RESOLVE9.6. THE WINDOW AND THE MIRROR9.7. BORN OR BRED?
10. Thinking Gray and Free
11. Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia
11.1. LEADERSHIP JOURNEYS11.2. PSYCHO-SPIRITUAL DIMENSIONS OF LEADERSHIP DEVELOPMENT11.2.1. Cultivating Self-Awareness: Who Am I?11.2.2. Connecting to "Other": Who Are You?11.2.3. Forming into Community: Who Are We?11.2.4. Discovering Our Purpose: Why Are We Here?11.3. REFLECTIONS ON THE JOURNEYS11.4. LESSONS ON LEADERSHIP JOURNEYS11.4.1. Nature as Teacher11.4.2. Integrating Experiences11.4.3. Service Learning11.5. CULTIVATING A LEADERSHIP PHILOSOPHY
12. Moments of Greatness: Entering the Fundamental State of Leadership
12.1. DEFINING THE FUNDAMENTAL STATE12.2. PREPARING FOR THE FUNDAMENTAL STATE12.3. ASKING FOUR TRANSFORMATIVE QUESTIONS12.3.1. Am I Results Centered?12.3.2. Am I Internally Directed?12.3.3. Am I Other Focused?12.3.4. Am I Externally Open?12.4. APPLYING THE FUNDAMENTAL PRINCIPLES12.5. INSPIRING OTHERS TO HIGH PERFORMANCE
3. Understanding the Territory, Anticipating the Challenges
13. Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation
13.1. SENSE MAKING AND EVERYDAY THEORY BUILDING13.2. SORTING COMPLEXITY: LEVERAGING THE PLURALISM IN ORGANIZATIONAL THEORY13.3. A FOUR-DIMENSIONAL DIAGNOSTIC MODEL: ISSUES, CHOICE POINTS, AND AREAS OF FOCUS13.4. CENTRAL FRAME TENSIONS13.5. REFRAMING: USING AND TEACHING REFLECTION AND COGNITIVE ELASTICITY13.6. BEING A GENERALIST AND A SPECIALIST
14. Leadership and the Power of Position: Understanding Structural Dynamics in Everyday Organizational Life
14.1. ON AUTOMATIC PILOT: SEEING SYSTEMS AS THEY ARE14.1.1. A Four-Player Model14.1.2. Players in Each Position Face Unique Challenges14.1.3. Occupants of Each Space Face Their Own Kind of Stress14.1.4. Predictable Conditions Are Met with Predictable, Reflexive Responses14.1.5. Defensiveness Breeds Emotional Distance14.1.6. Dominance Dynamics Create Additional Challenges14.1.7. Dominant-Other Dynamics Are Another Form of Structurally Determined Reflex Responses14.2. THE VISION: ROBUST HUMAN SYSTEMS14.2.1. Recognize Basic System Elements14.2.2. Balance the Elements14.3. MOVING FROM REFLEXIVE TO ROBUST14.3.1. A Commitment to True Partnership Makes a Real Difference14.3.2. Leadership Stands Create Systemic Partnerships14.3.3. Step into the Fire: Real Conflict Is Good for You!14.3.4. Build Robustness by Valuing Enemies14.3.5. Don't Stop Thinking About the System!
15. The Boundaryless Organization: Rising to the Challenges of Global Leadership
16. Knowledge Management Involves Neither Knowledge nor Management
17. The Sustainability Sweet Spot: Where Profit Meets the Common Good
18. Leading Geeks: Technology and Leadership
19. Leading in Black and White: Working Effectively Across the Racial Divide
20. Managing Middlescence
4. Making It Happen
21. The First Ninety Days of Leadership
22. What Is Our Mission?
22.1. IT SHOULD FIT ON A T-SHIRT22.2. WHY DOES THE ORGANIZATION EXIST?22.3. MAKE PRINCIPLED DECISIONS
23. The Power and Creativity of a Transforming Vision
23.1. THE TRANSFORMING VISION
24. Finding the Right Vision
24.1. PROPERTIES OF A GOOD VISION24.2. WHAT VISION IS NOT24.3. WHERE VISION COMES FROM24.4. GETTING STARTED
25. Developing Strategy: The Serious Business of Play
25.1. LINKING PLAY, LEADERSHIP DEVELOPMENT, AND STRATEGIZING25.2. COMPARING SERIOUS PLAYING AND TRADITIONAL STRATEGIZING25.3. BENEFITS OF PLAYING WITH SERIOUS INTENT25.4. HOW TO PLAY SERIOUSLY AND THE ROLE OF LEADERSHIP IN PLAY
26. The Leader as Politician: Navigating the Political Terrain
26.1. AGENDA SETTING26.2. MAPPING THE POLITICAL TERRAIN26.3. NETWORKING AND BUILDING COALITIONS26.4. BARGAINING AND NEGOTIATION26.5. MORALITY AND POLITICS26.6. SUMMARY
27. Want Collaboration?: Accept—and Actively Manage—Conflict
27.1. STRATEGIES FOR MANAGING DISAGREEMENTS AT THE POINT OF CONFLICT27.2. STRATEGIES FOR MANAGING CONFLICT UPON ESCALATION27.3. TAPPING THE LEARNING LATENT IN CONFLICT
28. Creating and Managing a Learning Culture: The Essence of Leadership
28.1. WHAT MIGHT A LEARNING CULTURE LOOK LIKE28.2. THE EVOLVING ROLE OF A LEARNING LEADER28.3. BECOMING A LEARNING LEADER
29. Leading Change: Why Transformation Efforts Fail
29.1. ERROR #1: NOT ESTABLISHING A GREAT ENOUGH SENSE OF URGENCY29.2. ERROR #2: NOT CREATING A POWERFUL ENOUGH GUIDING COALITION29.3. ERROR #3: LACKING A VISION29.4. ERROR #4: UNDERCOMMUNICATING THE VISION BY A FACTOR OF TEN29.5. ERROR #5: NOT REMOVING OBSTACLES TO THE NEW VISION29.6. ERROR #6: NOT SYSTEMATICALLY PLANNING FOR AND CREATING SHORT-TERM WINS29.7. ERROR #7: DECLARING VICTORY TOO SOON29.8. ERROR #8: NOT ANCHORING CHANGES IN THE CORPORATION'S CULTURE
30. Leading at the Enterprise Level
30.1. THE ENTERPRISE LEADER'S JOB30.1.1. Focusing Organizational Attention30.1.2. Building Capabilities30.1.3. Reconciling Tensions30.1.4. Creating Alignment30.2. AN UNNATURAL ACT30.3. OVERCOMING THE OBSTACLES30.4. BRIDGING THE STRATEGY-CAPABILITIES GAP
31. Execution: The Gap Nobody Knows
31.1. EXECUTION COMES OF AGE31.1.1. Execution Is a Discipline31.1.2. Execution Is the Job of the Business Leader31.1.3. Execution Has to Be in the Culture31.2. WHY PEOPLE DON'T GET IT
32. The Leader as Toxin Handler: Organizational Hero and Casualty
32.1. WHAT TOXIN HANDLERS DO32.2. FILLING A NEED32.3. THE TOLL OF TOXIN HANDLING32.4. HANDLING TOXIN HANDLERS32.4.1. Acknowledge the Dynamic32.4.2. Arrange for Toxin Handlers to Share Their Experiences32.4.3. Reassign the Toxin Handler to a Safe Zone32.5. MAKING TOXIN HANDLERS OBSOLETE32.6. IN GOOD COMPANY
33. Bad Leadership—and Ways to Avoid It
33.1. INCOMPETENT33.2. RIGID33.3. INTEMPERATE33.4. CALLOUS33.5. CORRUPT33.6. INSULAR33.7. EVIL33.8. THE HEART OF DARKNESS: SEEING IT, AVOIDING IT33.9. LEADERS: SELF-HELP33.10. FOLLOWERS: WORKING WITH OTHERS
34. Good or Not Bad: Standards and Ethics in Managing Change
34.1. MANAGING CHANGE REQUIRES FIXED POINTS34.2. ETHICS AS AN INSUFFICIENT FIXED POINT34.3. VIRTUOUSNESS AS A SUPPLEMENTAL FIXED POINT
4. Sustaining the Leader
35. A Survival Guide for Leaders
35.1. A HOSTILE ENVIRONMENT35.1.1. Operate in and Above the Fray35.1.2. Court the Uncommitted35.1.3. Cook the Conflict35.1.4. Place the Work Where It Belongs35.2. THE DANGERS WITHIN35.2.1. Manage Your Hungers35.2.2. Anchor Yourself35.3. WHY LEAD?
36. Preserving Integrity, Profitability, and Soul
36.1. SOUL SEARCHING36.2. HOW MUCH IS ENOUGH?36.3. FINDING COMMON GROUND36.4. ACCOUNTING FOR THE GOOD36.4.1. Reputation: The Guardian of Your Brand36.4.2. Going After Carrots and Avoiding Sticks36.4.3. Delivering on Trust Across the Network36.5. CLOSING THOUGHTS: FROM SUCCESS TO SIGNIFICANCE
37. Learning for Leadership: Failure as a Second Chance
37.1. WAYS TO CREATE A NEW IDENTITY37.2. EXAMPLE OF ADVERSITY AS A SPUR TO LEARNING37.3. THE VALUE OF FAILURE
38. Nourishing the Soul of the Leader: Inner Growth Matters
38.1. SPIRITUALLY INSPIRED LEADERSHIP: THE GOOD COMPANY38.1.1. Accomplishes Its Central Purpose Through Leadership Motivated by a Strong Sense of Calling38.1.2. Is Driven by a Deep Sense of Mission38.1.3. Embraces Subsidiarity38.1.4. Is an Organizational Community Sensitive to Human Dignity38.1.5. Is Committed to a Stewardship of Resources That Understands Efficiency and Effectiveness as Spiritual Values, Not Simply Market Imperatives38.1.6. Is Attentive to the Common Good, Justice, and the Needs of the Poor38.2. IN CLOSING: A CAVEAT ABOUT TENSIONS BETWEEN RELIGION AND SPIRITUALITY
39. Resilience and the Crucibles of Leadership
39.1. LEARNING FROM DIFFERENCE39.2. PREVAILING OVER DARKNESS39.3. MEETING GREAT EXPECTATIONS39.4. THE ESSENTIALS OF LEADERSHIP
40. Choose Hope: On Creating a Hopeful Future
Notes and References
Credits

Content preview from Business Leadership: A Jossey-Bass Reader

Notes and References

Foreword

Part One: Editor's Interlude

Gardner, J. (1993). On leadership. New York: Free Press.

Chapter Two

Chapter Three

Chapter Four

Barnes, L. B., and Kriger, M. P. "The Hidden Side of Organizational Leadership." Sloan Management Review, Fall 1986, pp. 15–25.

Bass, B. M. Leadership and Performance Beyond Expectations. New York : Free Press, 1985.

Bennis, W. G., and Nanus, B. Leaders: Strategies for Taking Charge. New York: HarperCollins, 1985.

Bolman, L. G., and Deal, T. E. The Wizard and The Warrior: Leading with Passion and Power. San Francisco: Jossey-Bass, 2006.

Burns, J. M. ...

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Business Leadership: A Jossey-Bass Reader

by Joan V. Gallos

Notes and References

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