Encyclopedia of Leadership

510 Pages·2007·4.73 MB·English

T E
HE NCYCLOPEDIA
L
OF EADERSHIP
A P G P
RACTICAL UIDE TO OPULAR
L T T
EADERSHIP HEORIES AND ECHNIQUES
Murray Hiebert
Bruce Klatt
McGraw-Hill
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To our parents:
Edie and Hank Klatt
Helen and the late Paul Hiebert
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ONTENTS IN RIEF
How to Use and Benefit from this Book xxiii
Leadership Tool Finder: Here’s My Problem,
What Tool Do I Need? xxvi
Tool Finder: A Map of Leadership Gurus to Tools xxviii
Acknowledgments xxxi
S 1: F C
ECTION OUNDATIONAL ONCEPTS
➠ 1.1 Leadership in the Twenty-First Century 2
➠ 1.2 Contrasting Management and Leadership 5
➠ 1.3 How Effective Leaders Act: An Overview 8
➠ 1.4 Principles to Guide Your Use of Leadership Techniques 11
➠ 1.5 The Basic Habits and Practices of Successful Leaders 15
➠ 1.6 Leadership: The Boards of Play 18
➠ 1.7 The Leadership Results Equation 21
➠ 1.8 Recursive Leadership: The Logic of Leadership 25
➠ 1.9 Paradigms: Understanding the Thinking behind Your Thinking 29
➠ 1.10 The GAS Model: Designing Practical Organizational Processes 33
➠ 1.11 Integrity: Gut-Level Ethics 36
S 2: T B -P T
ECTION OOLS FOR IG ICTURE HINKING
➠ 2.1 Introduction to Systems Thinking for Leaders 40
➠ 2.2 The 7S Model: Aligning for Success 45
➠ 2.3 Directional Statements: Three Levels of Clarity 48
➠ 2.4 Visioning and Vision Statements 51
v
➠ 2.5 Values and Leadership 55
➠ 2.6 Clarifying Purpose: Harnessing People Power in Organizations 59
➠ 2.7 Writing Clear Goal Statements 62
➠ 2.8 Measuring Success: The Balanced Scorecard 65
S 3: T S T
ECTION OOLS FOR TRATEGIC HINKING
➠ 3.1 The Leader As Strategist 69
➠ 3.2 The Sigmoid Curve: Anticipating and Preparing for Change
Despite Current Success 73
➠ 3.3 SWOT: Strengths, Weaknesses, Opportunities, and Threats 76
➠ 3.4 The Fundamentals of Business-Unit Strategy 79
➠ 3.5 Strategic Resourcing: Defining High-Value Work
for Service Groups 82
➠ 3.6 Strategic Relationships: Analyzing Your Client Base 86
➠ 3.7 RAIR Logic: Aligning Customers, Strategy, Culture,
and Leadership 89
➠ 3.8 Partnering for Success: Joint Ventures and Strategic Alliances 92
➠ 3.9 Marketing a Professional Service Group 96
S 4: T D P P O
ECTION OOLS FOR ESIGNING RODUCTIVE ROCESSES AND RGANIZATIONS
➠ 4.1 Designing Productive Organizations 101
➠ 4.2 Hierarchy: Leadership Levels in an Organization 105
➠ 4.3 Business Process Reengineering 108
➠ 4.4 Employee Involvement: A Range of Possibilities 112
➠ 4.5 Organizational Culture: Sail or Anchor? 117
➠ 4.6 Open-Book Leadership: Developing Entrepreneurial Thinking 121
➠ 4.7 Job Satisfaction: Involving Workgroups in Designing Jobs 126
➠ 4.8 Revitalizing the Board of Directors in a Nonprofit
Organization 129
➠ 4.9 Using Professional Expertise: A Modern Leadership Skill 132
➠ 4.10 Surveying Employees: Leading the Survey Process 135
S 5: T L C
ECTION OOLS FOR EADING HANGE
➠ 5.1 Leading Change: A Change Equation 140
➠ 5.2 Leading Major Change in Your Organization 142
➠ 5.3 Assessing Readiness for Change 145
➠ 5.4 Leading Change: Small Wins or Breakthroughs? 147
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➠ 5.5 Change Window: A Balanced Approach to Winning
Support for Change 150
➠ 5.6 Aligning Systems: Building Systems Compatibility into
Change Plans 153
➠ 5.7 Stakeholder Groups: Understanding and Mapping
Stakeholder Systems 156
➠ 5.8 Human Transitions: Helping People Work through
Major Change 160
➠ 5.9 Surfacing and Dealing with Resistance 163
➠ 5.10 Appreciative Inquiry: Building Change on Success 166
S 6: T C T I
ECTION OOLS FOR RITICAL HINKING AND NNOVATION
➠ 6.1 The BS Detector Kit: Recognizing Errors of Logic 170
➠ 6.2 Assumption Analysis: Testing Decisions by Examining
Their Underlying Biases 173
➠ 6.3 Sorting Out Complex Situations 176
➠ 6.4 Dealing Verbally with Complexity 179
➠ 6.5 Force-Field Analysis: Organizing and Understanding
Complexity 183
➠ 6.6 Optimizing Your Thinking—A Hat 6-Pack 186
➠ 6.7 Creativity and Innovation: The Leader’s Role 189
➠ 6.8 Mind Mapping: A Breakthrough Tool 193
➠ 6.9 Brainstorming: Generating Ideas Quickly 196
S 7: T P S , D M , Q
ECTION OOLS FOR ROBLEM OLVING ECISION AKING AND UALITY
➠ 7.1 Reframing: Working the Real Problem 200
➠ 7.2 A General Problem-Solving Model for Leaders 204
➠ 7.3 Problem Solving: A Systematic Approach to Finding Cause 207
➠ 7.4 Polarities: Dealing with Intractable Problems 212
➠ 7.5 Decision Making: Making Decisions Logical and Defensible 215
➠ 7.6 Potential Problem Analysis: Dealing with Risk to a Plan 219
➠ 7.7 Total Quality Leadership Overview 223
➠ 7.8 Affinity Diagrams: Organizing Mountains of Data 227
S 8: T C
ECTION OOLS FOR OMMUNICATION
➠ 8.1 Powerful Leadership Conversations 232
➠ 8.2 Direct Leader-to-Employee Communication Still Works Best 236
➠ 8.3 The Leader’s Role in Organizational Communication 239
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➠ 8.4 Levels of Communicating: Debate, Dialogue, and Discussion 242
➠ 8.5 Metacommunicating: Talking about Talking 245
➠ 8.6 Communication 101: Dealing Effectively with Feelings
at Work 248
➠ 8.7 Actively Listening for Content, Feeling, and Meaning 251
➠ 8.8 Listening Techniques: Tactics to Improve Your Listening 254
➠ 8.9 Cross-Cultural Communication 257
➠ 8.10 Media Relations for Leaders 260
S 9: T L I O
ECTION OOLS FOR EADING AND NFLUENCING THERS
➠ 9.1 Leadership Versatility: Matching Your Role to the Situation 264
➠ 9.2 Matching Your Leadership Style to the Situation 267
➠ 9.3 Leadership Strategies for Delegating Work 271
➠ 9.4 Increasing Your Impact: Understanding Control,
Influence, and Interest 274
➠ 9.5 Principled Negotiation: Creating Long-Term, Win–Win
Agreements 277
➠ 9.6 Making Great Presentations 281
➠ 9.7 Selling Wheel: Getting Your Recommendations Accepted 284
➠ 9.8 Selling Large Projects: A Much-Valued Leadership Skill 287
➠ 9.9 Power: A Fundamental Element of Leadership Success 291
➠ 9.10 Support Networks: The Secret of All Successful Leaders 294
S 10: T L T G
ECTION OOLS FOR EADING EAMS AND ROUPS
➠ 10.1 High-Performing Teams: Organizing to Achieve Results 298
➠ 10.2 Improving Team IQ 301
➠ 10.3 Team Competencies: Thinking, Relating, and Acting 305
➠ 10.4 Inclusion, Control, and Affection: Developing Commitment
and Teamwork 308
➠ 10.5 Dealing with Disturbances in Workgroups and Teams 311
➠ 10.6 Assessing Your Group Leadership Skills 314
➠ 10.7 Getting Participation 317
➠ 10.8 Ground Rules: Helping Groups to Achieve
Business Results 320
➠ 10.9 Making Information Visible 323
➠ 10.10 Closure: Helping Groups Make Decisions and Plans Efficiently 326
➠ 10.11 Priority Setting in a Workgroup or Team 329
➠ 10.12 RASCI: A Planning Tool for Workgroups and Teams 332
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S 11: T L M
ECTION OOLS FOR EADING EETINGS
➠ 11.1 Process Cycle: Planning Effective Meetings and Events 336
➠ 11.2 Meetings: Purpose and Function in Workgroups
and Teams 339
➠ 11.3 Meeting Checklist: From Planning to Follow-Up 342
➠ 11.4 Meeting Roles 347
➠ 11.5 The Chairperson’s Role: Duties and Accountabilities 350
➠ 11.6 The Meeting Agenda: Why, What, and How 353
➠ 11.7 The Chairperson’s Opening Remarks 356
➠ 11.8 The Meeting Minutes: Why, What, and How 359
S 12: T L R
ECTION OOLS FOR EADING ELATIONSHIPS
➠ 12.1 The Relationship Bank: Maintaining Working
Relationships 363
➠ 12.2 Building Trust into Working Relationships 366
➠ 12.3 Triangulation: The Surest Way to Damage
a Relationship 369
➠ 12.4 Giving and Receiving Feedback: The Dos and Don’ts 372
➠ 12.5 Preparing Yourself to Give Negative Feedback 375
➠ 12.6 The 5Cs: Escalating Confrontation Judiciously 378
➠ 12.7 Conflict: Five Levels for Dealing with Conflict 381
➠ 12.8 Dealing with Difficult People: A Timeless Leadership
Challenge 384
➠ 12.9 The Essentials of Customer Service 387
S 13: T L P
ECTION OOLS FOR EADING ERFORMANCE
➠ 13.1 Coaching and Supporting the Success of Others 391
➠ 13.2 Coaching High-Performers: An Overlooked Element of Success 395
➠ 13.3 Accountability Agreements: Defining Accountability within
Organizations 399
➠ 13.4 Management by Objectives 402
➠ 13.5 Urgency and Importance: The Essential Elements of
Managing Your Time 406
➠ 13.6 Attribution Theory: Assessing Performance
and Behavior 409
➠ 13.7 Documenting Employee Performance and Behavior 412
➠ 13.8 Job Competencies: Measuring and Predicting
Performance 415
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➠ 13.9 Human Capital: Truly the Most Valuable Asset 418
➠ 13.10 The Four Stages® Model: Understanding Career Strategies 421
➠ 13.11 Professional Leadership: Delivering Expertise 424
S 14: T L
ECTION OOLS FOR EARNING
➠ 14.1 Scarcity and Abundance: The Importance of Attitude 428
➠ 14.2 Single-Loop and Double-Loop Learning: When to
Stay the Course and When to Reevaluate 431
➠ 14.3 Needs Analysis: Measuring Return on Training
Investments 434
➠ 14.4 Adult Learning: Principles for Helping Adults Learn 438
➠ 14.5 Teaching a Job: An Essential Skill for Frontline Leaders 441
➠ 14.6 Leaders and Learning Styles 444
➠ 14.7 Personal Preferences: Capitalizing on Individual Differences 447
S 15: T T C Y
ECTION OOLS FOR AKING ARE OF OURSELF
➠ 15.1 Balance: Take Care of Yourself! 451
➠ 15.2 LEQ: The Leadership Emotional Quotient 455
➠ 15.3 The JoHari Window: What You Don’t Know Can Hurt You 459
➠ 15.4 Understanding Our Assumptions and Biases 462
➠ 15.5 Habits: The Good and Bad News That Leaders Need to Know 467
➠ 15.6 Managing Your Defensive Reactions 470
➠ 15.7 Managing the Stress Associated with Being a Leader 472
Index 476
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