Forceful Leadership and Enabling Leadership: You Can Do Both

Table of contents

1. Cover
2. Title Page
3. Copyright
4. Table of Contents
5. Acknowledgments
6. Preface
7. Introduction
8. The Tension between Forceful and Enabling
9. Forceful Leadership and Enabling Leadership as Opposing Virtues
10. Versatility
11. Enabling Leadership as “Virtuous”
12. Development Needs as Lack of Versatility
    1. When Virtues Become Vices
       1. Getting involved personally versus granting autonomy
       2. Declaring oneself versus hearing from other people
       3. Making tough calls versus being sensitive to people’s needs
       4. Making critical judgments versus showing appreciation
       5. Having a can-do attitude versus accepting limits
       6. Conveying confidence versus showing modesty, humility
    2. Lopsidedness or Restricted Movement
    3. Case of Overly Forceful, Not Enabling Enough
    4. Case of Overly Enabling, Not Forceful Enough
13. What It Takes to Increase Versatility
    1. Learning to Emphasize the Underdeveloped Side
    2. Learning to De-emphasize the Overdeveloped Side
    3. The Primary Development Task for Forceful Managers
    4. The Primary Development Task for Enabling Managers
    5. Phases in Actually Changing
14. Conclusion
15. Appendix
16. Bibliography