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| Foreword | |
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| Acknowledgements | |
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| About the Author | |
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| Understanding Leadership and Its Context | |
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| The operating context, strategy execution and capability requirement | |
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| The operating context | |
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| Uncertainty and complexity | |
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| Exponential rate of change | |
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| Employee engagement, mobility and cynicism | |
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| Friction | |
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| Strategy to reality: the execution gap | |
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| Future agenda: the capability requirement | |
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| Leading through leaders: effects-based leadership (EBL) | |
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| Propositions about organizations, leadership, people and work | |
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| Organizational effectiveness: the corporate context of leadership | |
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| Leadership doctrine | |
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| Leadership, people and work | |
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| Clarity | |
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| Paradox: discipline and freedom | |
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| The pyramid of leadership learning | |
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| Differences and similarities in leadership | |
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| Leadership, leaders and teams | |
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| Impact of "organization" on behavior | |
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| The "three-layer group" and its leader | |
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| People's expectations and desires | |
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| The role of a leader: Creating the ACE conditions for success | |
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| ACE as a leaders' job description | |
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| ACE as an organizational and leadership effectiveness assessment and diagnostic tool | |
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| ACE as a leadership and organization effectiveness diagnostic tool | |
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| Organizational conditions: integrated leadership | |
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| Understanding leadership ability | |
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| Leadership and leader defined | |
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| Leadership and management | |
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| The leader and shared leadership | |
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| The relationship between leader and follower | |
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| The what of leadership: leadership knowledge and skills to perform functions | |
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| The leader's role in clarifying role relationships | |
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| Delegation of tasks | |
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| The how of leadership: leadership style and behavior | |
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| Leader/follower relationships | |
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| Personal values and standards | |
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| Power, authority and leadership behavior | |
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| Leadership thought: how people think and intellect aligned to level of work | |
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| Leadership role profile | |
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| Communication - the lubricant of the leadership engine | |
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| Clarity and aligned communication channels | |
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| Formal and direct/conscious communication | |
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| Informal and direct/conscious communication | |
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| Formal and indirect/subconscious communication | |
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| Informal and indirect/subconscious communication | |
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| Communication in an organizational structure | |
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| Leading transformation and change | |
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| Roadmap to change | |
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| Emotional responses during change | |
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| The change paradox | |
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| Developing the ACE Conditions for Success | |
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| Developing Ability | |
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| Introduction to developing ability | |
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| Education and training | |
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| Experience | |
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| Exposure | |
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| Understanding people, behavior and emotional intelligence | |
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| Basic psychology - the study of the mind and behavior | |
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| What is personality? | |
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| Human nature: collaborate and compete | |
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| How the brain works | |
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| Human behavior and emotional intelligence | |
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| The core identity | |
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| Perception | |
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| Emotional intelligence: the enabler of adaptable and appropriate leadership style | |
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| Interpersonal communication: the currency of leadership | |
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| Leader-team communication | |
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| The communication process | |
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| Building rapport | |
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| Listening | |
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| Questioning | |
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| Inferences | |
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| Style of communication and assertiveness | |
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| How to assert yourself | |
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| Non-verbal communiation | |
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| Eye assessing cues | |
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| Assertive communication | |
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| Coaching | |
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| Introduction to coaching | |
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| The coach's position | |
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| Coach's toolkit | |
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| Path to mastery | |
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| Coaching conversation agenda | |
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| Developing behavior | |
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| Changing attitudes | |
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| Building skill | |
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| Promotion and maintenance of the desire to learn | |
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| Confirmation that training has been assimilated | |
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| Question technique | |
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| Fault checking | |
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| Influence, persuasion and conflict resolution | |
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| Means of influence | |
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| Persuasion | |
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| Conflict | |
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| Conflict resolution | |
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| Clarity and Engagement at Every Level | |
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| The leadership work of creating clarity and engagement: problems, decisions and plans | |
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| Problems to solve, decisions to make | |
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| A trio of recurring, cascading iterating processes | |
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| People, personality and decision making | |
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| Cognition | |
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| Ways of thinking | |
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| Decision-making biases | |
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| Cognitive dissonance | |
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| Group dynamics | |
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| Understanding | |
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| Decision making: the appreciation | |
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| Introduction | |
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| The appreciation in detail | |
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| Task and time schematic plan | |
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| Appreciations at the strategic level | |
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| Contingency planning | |
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| Other problem-solving tools and techniques | |
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| The appreciation and personality types | |
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| Summary | |
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| Examples of appreciations | |
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| Standard Operating Procedure (SOP) for meetings and minutes | |
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| Appreciation template | |
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| Project/task outline plan template | |
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| Strategic plan and second-order task tracking document template | |
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| Planning and briefing | |
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| Planning | |
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| Detailed plan format | |
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| The briefing | |
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| Early warning | |
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| Communication: routine briefing and updates | |
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| Project management and routine leadership | |
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| Other common tools | |
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| Cascade of planning and briefing | |
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| Tasking procedure | |
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| Leadership structure | |
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| Extraction of relevant information | |
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| Communication in an organizational structure | |
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| The intelligence system to inform decision making | |
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| The intelligence cycle | |
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| Intelligence and planning | |
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| Directing, coordinating, controlling and evaluating progress | |
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| Directing | |
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| Coordinating | |
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| Control (and influence) | |
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| Evaluating progress | |
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| Shaping the Environment | |
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| Introduction to shaping the environment | |
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| Teams and groups | |
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| Characteristics of groups and teams | |
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| Types of teams | |
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| Group dynamics | |
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| Stages of team development | |
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| Maintaining the team | |
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| Advice to leaders | |
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| The essential intangibles: morale, loyalty and trust | |
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| Morale | |
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| Loyalty | |
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| Trust | |
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| The role of organization and structure in leadership | |
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| Principles of organization | |
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| Organization ethos and culture: built to adapt and to last | |
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| Core identity | |
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| Business doctrine | |
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| Mythologies | |
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| Cultural norms | |
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| Envisioned future | |
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| Conclusion | |
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| Glossary | |
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| Index | |