Leading Through Leaders
(Sprache: Englisch)
Leading Through Leaders: Driving Strategy, Execution and Change will help you improve your business results by overcoming the challenges of uncertainty, complexity, imperfect decision-making and communication, and staff disengagement. Whilst focused on...
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Leading Through Leaders: Driving Strategy, Execution and Change will help you improve your business results by overcoming the challenges of uncertainty, complexity, imperfect decision-making and communication, and staff disengagement. Whilst focused on building collective leadership as a strategic capability, the author provides the means for effective individual leadership: a coherent framework of principles, process and behaviour to create the conditions for success, and the systemic and dynamic integration and alignment of leaders and engaged teams at all levels. Based on the author's 15 years leadership consulting experience and illustrated with case studies from clients such as Cisco, Best Western, ABN AMRO and the NHS, this book provides unique insights into 'effective leadership' in some of the world's best known enterprises. Leading Through Leaders presents an integrated suite of proven and durable principles and tools, and the leadership psychology, that may be adapted and used by any leader. It provides businesses with the intellectual firepower to rise above the fog and clutter of operational issues and focus on strategic priorities, with the confidence that junior leaders and their teams are fully engaged and aligned at the tactical level.
Inhaltsverzeichnis zu „Leading Through Leaders “
ForewordAcknowledgements
About the Author Part One Understanding Leadership and Its Context 01 The operating context, strategy execution and capability requirement
The operating context
Uncertainty and complexity
Exponential rate of change
Employee engagement, mobility and cynicism
Friction
Strategy to reality: the execution gap
Future agenda: the capability requirement
Leading through leaders: effects-based leadership (EBL) 02 Propositions about organizations, leadership, people and work
Organizational effectiveness: the corporate context of leadership
Leadership doctrine
Leadership, people and work
Clarity
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 03 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 04 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
Annex A: Leadership role profile 05 Communication - the lubricant of the leadership engine
Clarity and aligned communication channels
Formal and direct/conscious communication
Informal and
... mehr
direct/conscious communication
Formal and indirect/subconscious communication
Informal and indirect/subconscious communication
Communication in an organizational structure
06 Leading transformation and change
Roadmap to change
Emotional responses during change
The change paradox Part Two Developing the ACE Conditions for Success Section One Developing Ability 07 Introduction to developing ability
Education and training
Experience
Exposure 08 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
Perception
Emotional intelligence: the enabler of adaptable and appropriate leadership style 09 Interpersonal communication: the currency of leadership
Leader-team communication
The communication process
Building rapport
Listening
Questioning
Inferences
Style of communication and assertiveness
How to assert yourself
Non-verbal communiation
Eye assessing cues
Assertive communication 10 Coaching
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 11 Influence, persuasion and conflict resolution
Means of influence
Persuasion
Conflict
Conflict resolution Section Two Clarity and Engagement at Every Level 12 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 13 People, personality and decision making
Cognition
Ways of thinking
Decision-making biases
Cognitive dissonance
Group dynamics
Understanding 14 Decision making: the appreciation
Introduction
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
Summary
Examples of appreciations
Annex A: Standard Operating Procedure (SOP) for meetings and minutes
Annex B: Appreciation template
Annex C: Project/task outline plan template
Annex D: Strategic plan and second-order task tracking document template 15 Planning and briefing
Planning
Detailed plan format
The briefing
Early warning
Communication: routine briefing and updates
Project management and routine leadership
Other common tools 16 Cascade of planning and briefing
Tasking procedure
Leadership structure
Extraction of relevant information
Communication in an organizational structure 17 The intelligence system to inform decision making
The intelligence cycle
Intelligence and planning 18 Directing, coordinating, controlling and evaluating progress
Directing
Coordinating
Control (and influence)
Evaluating progress Section Three Shaping the Environment 19 Introduction to shaping the environment 20 Teams and groups
Characteristics of groups and teams
Types of teams
Group dynamics
Stages of team development
Maintaining the team
Advice to leaders 21 The essential intangibles: morale, loyalty and trust
Morale
Loyalty
Trust 22 The role of organization and structure in leadership
Principles of organization 23 Organization ethos and culture: built to adapt and to last
Core identity
Business doctrine
Mythologies
Cultural norms
Envisioned future 24 Conclusion Glossary
Index
Formal and indirect/subconscious communication
Informal and indirect/subconscious communication
Communication in an organizational structure
06 Leading transformation and change
Roadmap to change
Emotional responses during change
The change paradox Part Two Developing the ACE Conditions for Success Section One Developing Ability 07 Introduction to developing ability
Education and training
Experience
Exposure 08 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
Perception
Emotional intelligence: the enabler of adaptable and appropriate leadership style 09 Interpersonal communication: the currency of leadership
Leader-team communication
The communication process
Building rapport
Listening
Questioning
Inferences
Style of communication and assertiveness
How to assert yourself
Non-verbal communiation
Eye assessing cues
Assertive communication 10 Coaching
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 11 Influence, persuasion and conflict resolution
Means of influence
Persuasion
Conflict
Conflict resolution Section Two Clarity and Engagement at Every Level 12 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 13 People, personality and decision making
Cognition
Ways of thinking
Decision-making biases
Cognitive dissonance
Group dynamics
Understanding 14 Decision making: the appreciation
Introduction
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
Summary
Examples of appreciations
Annex A: Standard Operating Procedure (SOP) for meetings and minutes
Annex B: Appreciation template
Annex C: Project/task outline plan template
Annex D: Strategic plan and second-order task tracking document template 15 Planning and briefing
Planning
Detailed plan format
The briefing
Early warning
Communication: routine briefing and updates
Project management and routine leadership
Other common tools 16 Cascade of planning and briefing
Tasking procedure
Leadership structure
Extraction of relevant information
Communication in an organizational structure 17 The intelligence system to inform decision making
The intelligence cycle
Intelligence and planning 18 Directing, coordinating, controlling and evaluating progress
Directing
Coordinating
Control (and influence)
Evaluating progress Section Three Shaping the Environment 19 Introduction to shaping the environment 20 Teams and groups
Characteristics of groups and teams
Types of teams
Group dynamics
Stages of team development
Maintaining the team
Advice to leaders 21 The essential intangibles: morale, loyalty and trust
Morale
Loyalty
Trust 22 The role of organization and structure in leadership
Principles of organization 23 Organization ethos and culture: built to adapt and to last
Core identity
Business doctrine
Mythologies
Cultural norms
Envisioned future 24 Conclusion Glossary
Index
... weniger
Autoren-Porträt von Jeremy Tozer
Jeremy Tozer is a consultant on leadership, strategy and execution, organizational change and business improvement solutions to clients in the private, public and non-profit sectors across the US, the UK and the EU, Asia and Australasia.
Bibliographische Angaben
- Autor: Jeremy Tozer
- 520 Seiten, Maße: 17 x 24,4 cm, Kartoniert (TB), Englisch
- Verlag: Kogan Page
- ISBN-10: 0749466197
- ISBN-13: 9780749466190
- Erscheinungsdatum: 03.08.2012
Sprache:
Englisch
Rezension zu „Leading Through Leaders “
"Tozer's work is thorough and crystal clear in describing and showing how to be a better 'individual leader, ' while simultaneously developing the organization and its 'collective leadership capability'...the most complete and lucid work on leadership I have read." -- Rob Anderson, Chief Executive, Best Western Australasia
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