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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 | |