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Leading Through Leaders Driving Strategy, Execution and Change

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ISBN-10: 0749466197

ISBN-13: 9780749466190

Edition: 2012

Authors: Jeremy Tozer

List price: $32.99
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The purpose of this book is to provide a coherent, complete and integrated set of proven and effective tools, concepts, processes and principles which may be adapted and intelligently applied to develop any organization's leadership capability; and through that ensure the effective development and execution of strategy/change plans to achieve sustainable and improved business performance and reputation, and organizational culture development. A leadership model is introduced which examines what leaders do, how they need to do it, and how they think when they process information in order to create the conditions in which their teams may be successful. It is based on an understanding of…    
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Book details

List price: $32.99
Copyright year: 2012
Publisher: Kogan Page, Limited
Publication date: 8/3/2012
Binding: Paperback
Pages: 520
Size: 6.73" wide x 9.45" long x 1.10" tall
Weight: 1.914
Language: English

Since 1995, Jeremy Tozer has provided leadership consulting, strategy and execution, organizational change and business improvement solutions to clients in the private, public and third sectors across the UK, the EU, Asia, Australasia and the USA.

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