Complete Leadership

Table of contents

1. Cover
2. Complete leadership (1/2)
3. Complete leadership (2/2)
4. contents
5. foreword
6. introduction
7. chapter one they talk about you – how leadership affects the staff
   1. ‘What am I doing here? (Maybe I’m not up to it . . .?)’
   2. ‘I didn’t realize how important it was to prepare for the top’
   3. ‘Get real, Mum and Dad, this is the modern world’
   4. ‘It’s tough being a female executive in a man’s world’ (1/2)
   5. ‘It’s tough being a female executive in a man’s world’ (2/2)
8. chapter two your behaviour is worth money – the links between what you do and how the business is
   1. Behaviour and leadership style: does it make a difference?
   2. Can I change? Will it change my personality? (1/2)
   3. Can I change? Will it change my personality? (2/2)
   4. ‘If only . . .’ and ‘I should . . .’
   5. We learn from what we do well, not from our mistakes
   6. Do I have to change my personality?
9. chapter three take a picture of yourself – learn about the type of leader you already are
   1. The six leadership styles (1/2)
   2. The six leadership styles (2/2)
   3. How to draw up your leadership style chart (1/2)
   4. How to draw up your leadership style chart (2/2)
   5. Emotional intelligence (1/2)
   6. Emotional intelligence (2/2)
10. chapter four: the picture comes back from the developers – how the team sees you
    1. Self-awareness and delegation (1/2)
    2. Self-awareness and delegation (2/2)
11. chapter five: a 3-D image of how we lead – using greater self- awareness to develop leadership strengths
    1. The charts that the questionnaires produce
    2. Beliefs drive behaviour (and an example of how workaholic beliefs can distort our perceptions) (1/2)
    3. Beliefs drive behaviour (and an example of how workaholic beliefs can distort our perceptions) (2/2)
    4. When all else fails, ask your kids
    5. Feelings are contagious (you can make others feel really good or really bad about themselves)
    6. 3-D development (1/2)
    7. 3-D development (2/2)
12. chapter six: so, I’m not perfect – what next? the development begins in earnest (1/2)
13. chapter six: so, I’m not perfect – what next? the development begins in earnest (2/2)
    1. I need to change . . . Some notes on ‘competing commitments’ (1/2)
    2. I need to change . . . Some notes on ‘competing commitments’ (2/2)
    3. Get a coach? Some notes and warnings (1/2)
    4. Get a coach? Some notes and warnings (2/2)
14. chapter seven: measuring your progress
    1. Feedback: some notes on how to engender continual, two-way feedback with your team (1/2)
    2. Feedback: some notes on how to engender continual, two-way feedback with your team (2/2)
15. chapter eight: you are on stage but not acting – an awareness of the public nature of the leader’s role
    1. The team grows as well (1/3)
    2. The team grows as well (2/3)
    3. The team grows as well (3/3)
16. chapter nine: did I just get better? complete leadership in action
    1. How to manage your boss
    2. Complete leadership in negotiations (1/2)
    3. Complete leadership in negotiations (2/2)
17. chapter ten: you never stop improving
    1. Complete leadership: let yourself flourish (1/2)
    2. Complete leadership: let yourself flourish (2/2)
    3. Concluding notes
18. notes
19. index