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Preface | |
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Challenge: The Playing Field Has Changed | |
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The Emerging Leader | |
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What Is Leadership? | |
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The Impact of Leadership | |
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The Playing Field Has Changed | |
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A Time of Transition | |
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The Transition from Individual Performer to Achieving Performance through People | |
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The Transition from Technical Skills to Interpersonal and Strategic Skills | |
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The Transition from Micro-Vision to the Bigger Picture | |
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The Transition from Being a Recipient to Being an Adaptive Leader of Change | |
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A Perspective on the Leader's Journey | |
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A Preview of Coming Attractions | |
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Character: The Inside Game of Leadership | |
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Defining Character | |
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The Dilemma of Expediency | |
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How Character Shapes Behavior | |
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What Are the Qualities of Character? | |
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Finding the Authentic Leader | |
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Building Trust | |
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Concluding Thoughts | |
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Confidence: The Capacity to Lead with Assurance | |
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Foundations | |
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The Context of Confidence | |
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Building Self-Confidence | |
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The Dark Side of Confidence: Too Much of a Good Thing | |
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The Inside-Out Job: The Importance of Projecting Confidence to Your Team | |
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Reflecting on the lessons | |
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Concluding Thoughts: The limits of Your Capacity | |
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Clarity: The Foundation of Crystal-Clear Expectations | |
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Emerging Leaders and the Clarity Bias | |
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The Case for Clarity: Goal-Setting Theory | |
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Reality Check: The Case of the Psychological Contract | |
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Signaling Expectations | |
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The Role of Feedback as a Form of Clarity | |
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Attaining Personal Clarity: Building Your Expectations and Roles | |
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Accountability | |
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Generational Considerations | |
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Concluding Thoughts: What You Expect of Yourself | |
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Conflict: The Power of Successful Conflict Encounters | |
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The Power and Value of Conflict | |
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The Structure of Conflict | |
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Conflict and the Skills of Emotional Intelligence | |
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Conflict Styles | |
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The Foundations of Interpersonal Conflict | |
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The Principled Outcome Base | |
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Leading Respectful Conflict Encounters | |
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And When It's Not So Easy? | |
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Perspective Taking | |
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Dealing with Difficult and Problem People | |
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Concluding Thoughts | |
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Connection: The Language of Understanding | |
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The Under-Communication Bias | |
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Communicating for Information and Understanding | |
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Communication Breakdown: Why It All Falls Apart | |
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Deep Listening | |
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Dialogue | |
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Leading Up | |
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Responsible Delegation | |
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Concluding Thoughts: The 80/20 Feedback Rule | |
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Commitment: The Strength of Performance through People | |
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Ability, Motivation, and Performance | |
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The Impact of Equity | |
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Applying the Expectancy Model | |
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Job Characteristics Model of Intrinsic Motivation | |
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Organizational Behavior Modification | |
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The Psychology of Flow | |
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Attribution of Causality | |
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Addressing Employee Expectations and Needs: Building a Culture of Commitment | |
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Building Teams | |
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Young Dogs and Old Dogs | |
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Concluding Thoughts | |
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Change: The Call to Opportunity and Possibility | |
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The Two Sides of Change | |
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The Logic of Resistance | |
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Expressing the Need for Change | |
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Meaning and Adaptation | |
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Building Communication and Connection | |
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Involving People | |
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Reinforcing the Momentum | |
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I'm Just Not Sure | |
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An Attitude Toward Change | |
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Concluding Thoughts | |
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Crisis: Developing Through the Cauldron of Adversity | |
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Confrontations with Adversity | |
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A Crisis | |
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Categories of Adversity | |
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Building Resilience | |
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Perseverance | |
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The Role of Mentors | |
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Helping Others Deal with Adversity | |
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A Case for Balance | |
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Concluding Thoughts: Time and Memory | |
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Codas and Continuations | |
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References | |
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Index | |