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Business Leadership: A Jossey-Bass Reader

Book Description

The second edition of best-selling Business Leadership contains the best thinking on leadership from the biggest names in the business. It offers leaders everything they need to know to prepare for today’s—and tomorrow’s—leadership challenges: how to understand the leadership process, identify opportunities, get things started right, avoid predictable pitfalls, and maximize success. Effective leaders use mind, heart, and spirit in their work, and this volume is designed to guide and support leaders in their efforts. With an introduction by Joan V. Gallos—editor of the highly praised Organization Development: A Jossey-Bass Reader—the author list for this invaluable resource reads like the who's who of business leadership.

Table of Contents

  1. Copyright
  2. Foreword
  3. Introduction and Acknowledgments
    1. ORGANIZATION OF THIS BOOK
    2. ACKNOWLEDGMENTS
  4. About the Editor
  5. 1. Framing the Issues: What Is Leadership?
    1. 1. What Leaders Really Do
      1. 1.1. THE DIFFERENCE BETWEEN MANAGEMENT AND LEADERSHIP
        1. 1.1.1. Setting a Direction vs. Planning and Budgeting
        2. 1.1.2. Aligning People vs. Organizing and Staffing
        3. 1.1.3. Motivating People vs. Controlling and Problem Solving
      2. 1.2. CREATING A CULTURE OF LEADERSHIP
    2. 2. Five Primal Leadership
      1. 2.1. THE PRIMAL DIMENSION
      2. 2.2. THE OPEN LOOP
      3. 2.3. CONTAGION AND LEADERSHIP
      4. 2.4. HOW MOODS IMPACT RESULTS
      5. 2.5. EMOTIONAL HIJACKING
      6. 2.6. GOOD MOODS, GOOD WORK
      7. 2.7. QUANTIFYING THE "FEEL" OF A COMPANY
    3. 3. The Five Practices of Exemplary Leadership
    4. 4. Reframing Leadership
      1. 4.1. REFRAMING LEADERSHIP
        1. 4.1.1. Architect or Tyrant? Structural Leadership
        2. 4.1.2. Catalyst or Wimp? Human Resource Leadership
        3. 4.1.3. Advocate or Hustler? Political Leadership
        4. 4.1.4. Prophet or Zealot? Symbolic Leadership
      2. 4.2. SUMMARY
    5. 5. When Leadership Is an Organizational Trait
      1. 5.1. USING LEADERSHIP DATA AS AN OBJECTIVE FOCUS FOR CHANGE
      2. 5.2. BUILDING ORGANIZATIONAL COHERENCE AND AGILITY
      3. 5.3. A DISTINCTION WITH CONSEQUENCES
      4. 5.4. THE ROLE OF ENABLING SYSTEMS
      5. 5.5. DIFFERENT IN COUNTLESS WAYS
      6. 5.6. HIGH LQ: THE MORAL EQUIVALENT OF INDIVIDUAL LEADERSHIP
      7. 5.7. LESSONS FOR THE NEXT GENERATION OF LEADERS
  6. 2. Becoming a Leader, Preparing for the Opportunities
    1. 6. The Seven Ages of the Leader
      1. 6.1. THE INFANT EXECUTIVE
      2. 6.2. THE SCHOOLBOY, WITH SHINING FACE
      3. 6.3. THE LOVER, WITH A WOEFUL BALLAD
      4. 6.4. THE BEARDED SOLDIER
      5. 6.5. THE GENERAL, FULL OF WISE SAWS
      6. 6.6. THE STATESMAN, WITH SPECTACLES ON NOSE
      7. 6.7. THE SAGE, SECOND CHILDISHNESS
    2. 7. The Traces of Talent
    3. 8. Leadership Is Authenticity, Not Style
      1. 8.1. THE AUTHENTIC LEADER
      2. 8.2. BEING YOUR OWN PERSON
      3. 8.3. DEVELOPING YOUR UNIQUE LEADERSHIP STYLE
      4. 8.4. BEING AWARE OF YOUR WEAKNESSES
      5. 8.5. THE TEMPTATIONS OF LEADERSHIP
      6. 8.6. DIMENSIONS OF AUTHENTIC LEADERS
        1. 8.6.1. Understanding Your Purpose
        2. 8.6.2. Practicing Solid Values
        3. 8.6.3. Leading with Heart
        4. 8.6.4. Establishing Close and Enduring Relationships
        5. 8.6.5. Demonstrating Self-Discipline
    4. 9. Level 5 Leadership: The Triumph of Humility and Fierce Resolve
      1. 9.1. NOT WHAT YOU WOULD EXPECT
      2. 9.2. NOT WHAT WE EXPECTED, EITHER
      3. 9.3. HUMILITY + WILL = LEVEL 5
      4. 9.4. A COMPELLING MODESTY
      5. 9.5. AN UNWAVERING RESOLVE
      6. 9.6. THE WINDOW AND THE MIRROR
      7. 9.7. BORN OR BRED?
    5. 10. Thinking Gray and Free
    6. 11. Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia
      1. 11.1. LEADERSHIP JOURNEYS
      2. 11.2. PSYCHO-SPIRITUAL DIMENSIONS OF LEADERSHIP DEVELOPMENT
        1. 11.2.1. Cultivating Self-Awareness: Who Am I?
        2. 11.2.2. Connecting to "Other": Who Are You?
        3. 11.2.3. Forming into Community: Who Are We?
        4. 11.2.4. Discovering Our Purpose: Why Are We Here?
      3. 11.3. REFLECTIONS ON THE JOURNEYS
      4. 11.4. LESSONS ON LEADERSHIP JOURNEYS
        1. 11.4.1. Nature as Teacher
        2. 11.4.2. Integrating Experiences
        3. 11.4.3. Service Learning
      5. 11.5. CULTIVATING A LEADERSHIP PHILOSOPHY
    7. 12. Moments of Greatness: Entering the Fundamental State of Leadership
      1. 12.1. DEFINING THE FUNDAMENTAL STATE
      2. 12.2. PREPARING FOR THE FUNDAMENTAL STATE
      3. 12.3. ASKING FOUR TRANSFORMATIVE QUESTIONS
        1. 12.3.1. Am I Results Centered?
        2. 12.3.2. Am I Internally Directed?
        3. 12.3.3. Am I Other Focused?
        4. 12.3.4. Am I Externally Open?
      4. 12.4. APPLYING THE FUNDAMENTAL PRINCIPLES
      5. 12.5. INSPIRING OTHERS TO HIGH PERFORMANCE
  7. 3. Understanding the Territory, Anticipating the Challenges
    1. 13. Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation
      1. 13.1. SENSE MAKING AND EVERYDAY THEORY BUILDING
      2. 13.2. SORTING COMPLEXITY: LEVERAGING THE PLURALISM IN ORGANIZATIONAL THEORY
      3. 13.3. A FOUR-DIMENSIONAL DIAGNOSTIC MODEL: ISSUES, CHOICE POINTS, AND AREAS OF FOCUS
      4. 13.4. CENTRAL FRAME TENSIONS
      5. 13.5. REFRAMING: USING AND TEACHING REFLECTION AND COGNITIVE ELASTICITY
      6. 13.6. BEING A GENERALIST AND A SPECIALIST
    2. 14. Leadership and the Power of Position: Understanding Structural Dynamics in Everyday Organizational Life
      1. 14.1. ON AUTOMATIC PILOT: SEEING SYSTEMS AS THEY ARE
        1. 14.1.1. A Four-Player Model
        2. 14.1.2. Players in Each Position Face Unique Challenges
        3. 14.1.3. Occupants of Each Space Face Their Own Kind of Stress
        4. 14.1.4. Predictable Conditions Are Met with Predictable, Reflexive Responses
        5. 14.1.5. Defensiveness Breeds Emotional Distance
        6. 14.1.6. Dominance Dynamics Create Additional Challenges
        7. 14.1.7. Dominant-Other Dynamics Are Another Form of Structurally Determined Reflex Responses
      2. 14.2. THE VISION: ROBUST HUMAN SYSTEMS
        1. 14.2.1. Recognize Basic System Elements
        2. 14.2.2. Balance the Elements
      3. 14.3. MOVING FROM REFLEXIVE TO ROBUST
        1. 14.3.1. A Commitment to True Partnership Makes a Real Difference
        2. 14.3.2. Leadership Stands Create Systemic Partnerships
        3. 14.3.3. Step into the Fire: Real Conflict Is Good for You!
        4. 14.3.4. Build Robustness by Valuing Enemies
        5. 14.3.5. Don't Stop Thinking About the System!
    3. 15. The Boundaryless Organization: Rising to the Challenges of Global Leadership
    4. 16. Knowledge Management Involves Neither Knowledge nor Management
    5. 17. The Sustainability Sweet Spot: Where Profit Meets the Common Good
    6. 18. Leading Geeks: Technology and Leadership
    7. 19. Leading in Black and White: Working Effectively Across the Racial Divide
    8. 20. Managing Middlescence
  8. 4. Making It Happen
  9. 21. The First Ninety Days of Leadership
  10. 22. What Is Our Mission?
    1. 22.1. IT SHOULD FIT ON A T-SHIRT
    2. 22.2. WHY DOES THE ORGANIZATION EXIST?
    3. 22.3. MAKE PRINCIPLED DECISIONS
  11. 23. The Power and Creativity of a Transforming Vision
    1. 23.1. THE TRANSFORMING VISION
  12. 24. Finding the Right Vision
    1. 24.1. PROPERTIES OF A GOOD VISION
    2. 24.2. WHAT VISION IS NOT
    3. 24.3. WHERE VISION COMES FROM
    4. 24.4. GETTING STARTED
  13. 25. Developing Strategy: The Serious Business of Play
    1. 25.1. LINKING PLAY, LEADERSHIP DEVELOPMENT, AND STRATEGIZING
    2. 25.2. COMPARING SERIOUS PLAYING AND TRADITIONAL STRATEGIZING
    3. 25.3. BENEFITS OF PLAYING WITH SERIOUS INTENT
    4. 25.4. HOW TO PLAY SERIOUSLY AND THE ROLE OF LEADERSHIP IN PLAY
  14. 26. The Leader as Politician: Navigating the Political Terrain
    1. 26.1. AGENDA SETTING
    2. 26.2. MAPPING THE POLITICAL TERRAIN
    3. 26.3. NETWORKING AND BUILDING COALITIONS
    4. 26.4. BARGAINING AND NEGOTIATION
    5. 26.5. MORALITY AND POLITICS
    6. 26.6. SUMMARY
  15. 27. Want Collaboration?: Accept—and Actively Manage—Conflict
    1. 27.1. STRATEGIES FOR MANAGING DISAGREEMENTS AT THE POINT OF CONFLICT
    2. 27.2. STRATEGIES FOR MANAGING CONFLICT UPON ESCALATION
    3. 27.3. TAPPING THE LEARNING LATENT IN CONFLICT
  16. 28. Creating and Managing a Learning Culture: The Essence of Leadership
    1. 28.1. WHAT MIGHT A LEARNING CULTURE LOOK LIKE
    2. 28.2. THE EVOLVING ROLE OF A LEARNING LEADER
    3. 28.3. BECOMING A LEARNING LEADER
  17. 29. Leading Change: Why Transformation Efforts Fail
    1. 29.1. ERROR #1: NOT ESTABLISHING A GREAT ENOUGH SENSE OF URGENCY
    2. 29.2. ERROR #2: NOT CREATING A POWERFUL ENOUGH GUIDING COALITION
    3. 29.3. ERROR #3: LACKING A VISION
    4. 29.4. ERROR #4: UNDERCOMMUNICATING THE VISION BY A FACTOR OF TEN
    5. 29.5. ERROR #5: NOT REMOVING OBSTACLES TO THE NEW VISION
    6. 29.6. ERROR #6: NOT SYSTEMATICALLY PLANNING FOR AND CREATING SHORT-TERM WINS
    7. 29.7. ERROR #7: DECLARING VICTORY TOO SOON
    8. 29.8. ERROR #8: NOT ANCHORING CHANGES IN THE CORPORATION'S CULTURE
  18. 30. Leading at the Enterprise Level
    1. 30.1. THE ENTERPRISE LEADER'S JOB
      1. 30.1.1. Focusing Organizational Attention
      2. 30.1.2. Building Capabilities
      3. 30.1.3. Reconciling Tensions
      4. 30.1.4. Creating Alignment
    2. 30.2. AN UNNATURAL ACT
    3. 30.3. OVERCOMING THE OBSTACLES
    4. 30.4. BRIDGING THE STRATEGY-CAPABILITIES GAP
  19. 31. Execution: The Gap Nobody Knows
    1. 31.1. EXECUTION COMES OF AGE
      1. 31.1.1. Execution Is a Discipline
      2. 31.1.2. Execution Is the Job of the Business Leader
      3. 31.1.3. Execution Has to Be in the Culture
    2. 31.2. WHY PEOPLE DON'T GET IT
  20. 32. The Leader as Toxin Handler: Organizational Hero and Casualty
    1. 32.1. WHAT TOXIN HANDLERS DO
    2. 32.2. FILLING A NEED
    3. 32.3. THE TOLL OF TOXIN HANDLING
    4. 32.4. HANDLING TOXIN HANDLERS
      1. 32.4.1. Acknowledge the Dynamic
      2. 32.4.2. Arrange for Toxin Handlers to Share Their Experiences
      3. 32.4.3. Reassign the Toxin Handler to a Safe Zone
    5. 32.5. MAKING TOXIN HANDLERS OBSOLETE
    6. 32.6. IN GOOD COMPANY
  21. 33. Bad Leadership—and Ways to Avoid It
    1. 33.1. INCOMPETENT
    2. 33.2. RIGID
    3. 33.3. INTEMPERATE
    4. 33.4. CALLOUS
    5. 33.5. CORRUPT
    6. 33.6. INSULAR
    7. 33.7. EVIL
    8. 33.8. THE HEART OF DARKNESS: SEEING IT, AVOIDING IT
    9. 33.9. LEADERS: SELF-HELP
    10. 33.10. FOLLOWERS: WORKING WITH OTHERS
  22. 34. Good or Not Bad: Standards and Ethics in Managing Change
    1. 34.1. MANAGING CHANGE REQUIRES FIXED POINTS
    2. 34.2. ETHICS AS AN INSUFFICIENT FIXED POINT
    3. 34.3. VIRTUOUSNESS AS A SUPPLEMENTAL FIXED POINT
  23. 4. Sustaining the Leader
    1. 35. A Survival Guide for Leaders
      1. 35.1. A HOSTILE ENVIRONMENT
        1. 35.1.1. Operate in and Above the Fray
        2. 35.1.2. Court the Uncommitted
        3. 35.1.3. Cook the Conflict
        4. 35.1.4. Place the Work Where It Belongs
      2. 35.2. THE DANGERS WITHIN
        1. 35.2.1. Manage Your Hungers
        2. 35.2.2. Anchor Yourself
      3. 35.3. WHY LEAD?
    2. 36. Preserving Integrity, Profitability, and Soul
      1. 36.1. SOUL SEARCHING
      2. 36.2. HOW MUCH IS ENOUGH?
      3. 36.3. FINDING COMMON GROUND
      4. 36.4. ACCOUNTING FOR THE GOOD
        1. 36.4.1. Reputation: The Guardian of Your Brand
        2. 36.4.2. Going After Carrots and Avoiding Sticks
        3. 36.4.3. Delivering on Trust Across the Network
      5. 36.5. CLOSING THOUGHTS: FROM SUCCESS TO SIGNIFICANCE
    3. 37. Learning for Leadership: Failure as a Second Chance
      1. 37.1. WAYS TO CREATE A NEW IDENTITY
      2. 37.2. EXAMPLE OF ADVERSITY AS A SPUR TO LEARNING
      3. 37.3. THE VALUE OF FAILURE
    4. 38. Nourishing the Soul of the Leader: Inner Growth Matters
      1. 38.1. SPIRITUALLY INSPIRED LEADERSHIP: THE GOOD COMPANY
        1. 38.1.1. Accomplishes Its Central Purpose Through Leadership Motivated by a Strong Sense of Calling
        2. 38.1.2. Is Driven by a Deep Sense of Mission
        3. 38.1.3. Embraces Subsidiarity
        4. 38.1.4. Is an Organizational Community Sensitive to Human Dignity
        5. 38.1.5. Is Committed to a Stewardship of Resources That Understands Efficiency and Effectiveness as Spiritual Values, Not Simply Market Imperatives
        6. 38.1.6. Is Attentive to the Common Good, Justice, and the Needs of the Poor
      2. 38.2. IN CLOSING: A CAVEAT ABOUT TENSIONS BETWEEN RELIGION AND SPIRITUALITY
    5. 39. Resilience and the Crucibles of Leadership
      1. 39.1. LEARNING FROM DIFFERENCE
      2. 39.2. PREVAILING OVER DARKNESS
      3. 39.3. MEETING GREAT EXPECTATIONS
      4. 39.4. THE ESSENTIALS OF LEADERSHIP
    6. 40. Choose Hope: On Creating a Hopeful Future
    7. Notes and References
    8. Credits