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| Introduction | |
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| Accountable for success | |
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| Held to account - what does it mean? | |
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| Accountability, organization design and effective leadership | |
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| Accountability: what does it mean? | |
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| Why is accountability important? | |
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| The link to authority | |
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| Teams and shared accountability | |
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| What is management accountability? | |
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| Personal fulfilment on the front line | |
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| The Accountable Leader Chapter 1: Key points | |
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| Organizing for accountability | |
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| Hierarchy: the response to increasing complexity | |
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| The importance of a sound organizational platform | |
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| What makes for an accountable organization in which leaders are held to account? | |
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| The importance of organizations being 'in flow' | |
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| The Accountable Leader Chapter 2: Key points | |
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| Leaders and leadership development | |
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| The Napoleon syndrome | |
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| Leadership versus management: a barren dichotomy | |
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| A key distinction | |
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| What is meant by leadership? | |
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| The issue of talent | |
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| Leadership pipeline - what pipeline? | |
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| Leadership development in the organization | |
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| Job evaluation: status, grades and ranks | |
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| Self-actualization | |
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| The Accountable Leader Chapter 3: Key points | |
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| Holding leaders to account: leadership by design | |
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| The DMA Solution Set | |
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| What is Decision Making Accountability? | |
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| The importance of conceptual integration | |
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| The link to business strategy | |
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| Management layers and work levels | |
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| The Seven Elements of DMA | |
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| The Accountable Leader Chapter 4: Key points | |
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| Held to account at the front line | |
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| On the level | |
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| At the sharp end | |
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| The Seven Elements at the front line | |
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| Challenges at the front line | |
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| The supervisory role in the first level of accountability | |
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| Support roles and their link to authority | |
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| The supervisory challenge at the front line: a 'spanner in the works'? | |
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| Spans of control | |
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| The well-organized customer service front line | |
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| Warning signs: typical issues resulting from multiple tiers of front line supervision | |
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| Possible next steps | |
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| The Accountable Leader Chapter 5: Key points | |
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| Managing the front line | |
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| A rule of thumb: organize for value from the front line | |
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| The Seven Elements at the second level of accountability | |
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| Implications for management | |
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| The problem with professionals | |
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| Attention: spans | |
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| Key steps to define the optimum span of control | |
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| The span of control questions | |
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| The advantages and shortcomings of narrow and wide spans | |
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| Layers: redressing the balance | |
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| The Accountable Leader Chapter 6: Key points | |
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| Managing the managers | |
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| The essence of Level 3 accountability | |
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| Issues at Level 3 | |
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| The business unit | |
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| Automation | |
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| Organization design problems at Level 3 | |
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| How it works in practice: a Work Level 3 case study | |
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| Dwell-time at Level 3 | |
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| The Accountable Leader Chapter 7: Key points | |
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| Managing on a global stage | |
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| Strategic accountability | |
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| When is a regional headquarters justified? | |
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| What does the CHQ do? | |
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| Reporting links | |
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| Organizational design accountability and leadership in practice | |
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| Leadership development schemes and why they fail | |
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| Organization design is critical to leadership development | |
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| Operational and strategic work: identifying the dividing line | |
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| Performance is no guarantee of promotion | |
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| The importance of boundary moves | |
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| Faulty organization design masks the identification of talent | |
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| Confusion about values, skills and competencies | |
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| The way forward? | |
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| The Accountable Leader Chapter 9: Key points | |
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| Leadership development schemes: how can they succeed? | |
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| The challenge | |
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| The key steps to identifying and developing leaders | |
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| Pulling the threads together | |
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| The Accountable Leader Chapter 10: Key points | |
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| Tracking a successful leader | |
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| The era of the inclusive leader | |
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| A Level 8 career track | |
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| Advising leaders at Levels 6 and above | |
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| The Accountable Leader Chapter 11: Key points | |
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| The accountable leader: 20 key ideas | |
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| 20 key ideas in this book | |