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Connected Leadership

Book Description


Connected Leadership will show you how to:
· Create a more agile organisation & respond swiftly to changing markets & customer needs
· Cope with increasing market complexity & uncertainty
· Build trust, reputation & become a more authentic leader
· Develop a ‘connected leadership’ approach

Table of Contents

  1. Cover
  2. Title
  3. Contents
  4. Foreword
  5. About the author
  6. Acknowledgements
  7. Publisher’s acknowledgements
  8. Introduction
  9. 1 Why you need to know about connected leadership
    1. Old models are breaking down
    2. A new style of leadership
    3. Understanding connected leadership
    4. Key benefits of connected leadership
    5. Case study – Connected leadership at Mandarin Oriental
  10. 2 The end of business as usual?
    1. Understanding the big trends
    2. The rise of the ‘new consumer’
    3. The emergence of the open and networked society
    4. The arrival of the ‘Millennials’
    5. Summary
  11. 3 The connected leadership challenge
    1. Reinventing leadership
    2. Leaders face a complex set of challenges
    3. What does the connected organisation look like?
    4. Leadership brand
    5. What does the connected leader look like?
    6. Case study – Leading from the front
    7. Next steps
  12. 4 Purpose and direction
    1. A time for renewal
    2. Why direction and purpose?
    3. Developing a clear sense of purpose
    4. Establishing the right direction
    5. The leader’s role
    6. Case study – Connected leadership at Standard Chartered
  13. 5 Values in action
    1. Redefining and aligning the core values
    2. What’s important around here?
    3. Authentic leadership
    4. Creating a values-led culture
    5. Ethical leadership
    6. Case study – Values and authenticity at Marks and Spencer
  14. 6 Connected relationships
    1. Looking outward
    2. Developing open and transparent relationships
    3. Balanced processing of information
    4. Strengthening key relationships – questions to ask
  15. 7 Devolving decision making
    1. Rethinking the balance of power
    2. Why decision making needs to be devolved
    3. Organisational level
    4. Your role as leader
    5. Case study – Devolved decision making in action at Zara
  16. 8 Encouraging collaborative achievement
    1. Breaking down barriers
    2. Why collaboration counts
    3. Organisational level
    4. Your role as leader
    5. Case study – Collaboration at PayPal
  17. 9 Creating an agile organisation
    1. Dealing with turbulence
    2. Innovation: unleashing the entrepreneurial spirit
    3. Develop a learning organisation
    4. Disruption builds adaptive leaders
    5. Prioritise ruthlessly
    6. Case study – Agility and customer focus at Three
  18. 10 Taking people with you
    1. Building a connected company through strategic engagement
    2. Engaging all the managers
    3. Engaging everyone to create the connected company
    4. Communicating connectivity effectively
    5. Case study – Engaging people at Shop Direct
    6. Connected company survey
  19. 11 Next steps
    1. Reflection
    2. Connected society
    3. Conclusion
  20. Index