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Accountable Leader Developing Effective Leadership Through Managerial Accountability

ISBN-10: 0749451602

ISBN-13: 9780749451608

Edition: 2008

Authors: Brian Dive

List price: $39.95
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Description:

Organizational structures are ineffective when they do not delineate and define accountabilities. Brian Dive focuses upon the implications of clear accountability for leadership, with an in-depth analysis of "distributed leadership" - a concept neglected in the leadership literature to date. Dive explores the relationship between leadership, accountability and organizational structure. He argues that the majority of leadership-related problems arise not from ineffective individuals but from organizational structures that lack accountable jobs. In a Decision Making Accountability Solution Set, he outlines the key principles of accountability. By implementing the principles an organization can improve the performance of its managerial staff at all levels.
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Book details

List price: $39.95
Copyright year: 2008
Publisher: Kogan Page, Limited
Publication date: 8/1/2008
Binding: Hardcover
Pages: 272
Size: 6.50" wide x 9.00" long x 0.75" tall
Weight: 1.342

Brian Dive runs his own business, DMA Consultancy (www.dmaconsultancy.com) and is a senior partner in Panthea Leadership consultancy (www.panthealeadership.com).

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