Level three leadership: getting below the surface
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, N.J.
Pearson
2010
|
| Edition: | 4. ed., international ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references (p. 464-466) and index |
| Physical Description: | xxii, 473 S. Ill., graph. Darst. 24 cm |
| ISBN: | 9780131373075 0131373072 |
Staff View
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| 245 | 1 | 0 | |a Level three leadership |b getting below the surface |c James G. Clawson |
| 250 | |a 4. ed., international ed. | ||
| 264 | 1 | |a Upper Saddle River, N.J. |b Pearson |c 2010 | |
| 300 | |a xxii, 473 S. |b Ill., graph. Darst. |c 24 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 500 | |a Includes bibliographical references (p. 464-466) and index | ||
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
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Record in the Search Index
| _version_ | 1804139408025190400 |
|---|---|
| adam_text | CONTENTS
Preface
xix
SECTION I: INTRODUCTION
1
CHAPTER
1
The Leadership Point of View
3
Elements of the leadership point of view
4
Seeing what needs to be done
5
Understanding all the underlying forces at play
6
Having the courage to initiate action to make things better
7
Conclusions
9
CHAPTER
2
The Diamond Model of Leadership in Organizations
12
Leading strategic change
13
Key elements of leadership
14
Leader: The individual
15
Task: What should we do?
16
Others: Working together with followers
16
Organization: Designing the right context
17
A diamond in the rough
18
Environment: The context
18
Results: Outcomes of leadership
19
feterelement relationships are key
20
How the diamond model relates to other models of leadership
22
Leadership potentialities
22
Leading ethically
23
The diamond model and what CEOs do
24
The diamond model and Mintzberg s managerial mind-sets
25
Basic
définitions
26
Target levels of leadership
29
Conclusions
30
CHAPTER
3
Lereis
of Leadership
33
Body, head, and heart
35
Types of VABEs
37
Connecting the three levels to scholarly views
39
Learning Level Three Leadership
39
Techniques for all three levels
39
Organizational
implications
40
Conclusions
41
Contents
SECTION II: STRATEGIC THINKING
43
CHAPTER
4
The Changing Context of Leadership
45
Global business issues
46
The beginning of human economic activity
47
Hunter/gatherer
47
Aristocratic society
48
The industrial revolution and bureaucratic society
49
The present paradigm shift
53
The context of modem infocracies
60
Conclusions
62
CHAPTER
5
Strategic Frames
65
Definitions
66
Strategic domains
67
Three levels ofstrategic thinking
67
Frames for strategic thinking
68
Ht
models
68
Porter s five forces
69
Value chain
70
Core capabilities
72
Growth
73
Intent models
74
The
BCG
model
75
The ecological model
75
Strategy as revolution
76
The experience economy
78
The innovator s dilemma
78
Good to great model
80
Developing your strategic thinking
81
Scenario building
83
Broad reading
83
Essential elements of strategic thinking
84
Conclusions
85
CHAPTER
б
The Ethical Imperative ofLevel Three Leadership
88
Four dimensions of leadership morally
88
Morality and
leadership
90
The moral foundation of Level Three Leadership
92
Respect far the individual
97
The
nonna!
dlstritatioa of employees* value added
97
Uüiversalíty
of the moral foundation of Level Three Leadership
100
Legal constraints
1Ô3
Conclusions
104
Contents
ХІ
CHAPTER? Innovation and Level Three Leadership
106
Techniques for enhancing your creative thinking
108
Observe mindfully
108
Consider the opposite
108
Avoid deadline stress
108
Calm your mind
109
Always search for a better way
109
Consider the customer s experience
109
Stimulate your curiosity
110
Heighten your senses
110
Fight killer phrases 111
Aiïow
fuzziness 111
Look for unexpected connections 111
Look for what s fun
112
The fowl s
112
Innovate like Edison
112
Conclusions
113
CHAPTER
8
Personal, Workgroup, and Organizational Charters
115
Charters
115
Mission
117
To make money, you idiot
117
Vision
122
Values
124
Walking the values talk
124
Strategy
125
Operating goals
126
Conclusions
127
SECTION III: SELF
131
CHAPTERS Self-Leadersyp
133
Hie number one question in life
135
Every organization is perfectly desired to produce the results it s
producing
136
What to do?
137
Conclusions
138
CHAPTER
»
A Leader s Guide to Why People-
Befane
the Way Ttey
Ö»
14»
Two legacies
141
Тће
brain
142
Your menaetie legacy
143
Reflection
144
Human beginnings
144
Soidifymg the tendencies
14?
Recognizing the similarities and differences
147
XU
Contents
Motivation
149
The freedom of choice
150
CHAPTER
U
The REB Model
154
Events
155
Perceptions and observations
155
VABEs
156
Jumping to conclusions carefully
158
Internal conclusions
159
Emotions and feelings
160
Visible behavior
162
An example
162
Meaning chains
163
The REB model and leading change
164
The self-eoncept
164
Defense mechanisms
165
Implications for leaders
167
Conclusions
168
CHAPTER
12
Leadership and Intelligence
171
Not one intelligence, but many: Gardner s research
172
Intelligence quotient
173
Emotional
quotient
174
Recognizing your own emotions
175
Managing your emotions
176
Paying attention/concentrating
177
Social quotient
178
Recognizing the emotions of others
178
Empathizing and caring
179
Helping others manage their emotions
179
Qiaage quotient
180
Recognizing the need to change
181
Understanding and
mestering
the change process
181
EmoMonal comfort with change
182
Cooetosioas
182
CHAPTER
13
Resonance, Leadership, and the Purpose of Life
184
Breams
185
Internal dreams
186
How and resonance 18a
Transporting flow
1Ш
Re-creutingflow
190
The universal search for resonance
191
Contents
ХІІІ
Preparation
192
The energy cycle
193
The search for ideas
194
Managing your energy
195
Setbacks, obstacles, and alternate successes
197
The paradoxical obstacle of success
198
Revisiting the dream
199
Conclusions
202
CHAPTER
14
The Global Business Leader
206
Cultures are collections of VABEs
207
The single most destructive
VABE
207
Characteristics of effective global leaders
208
Overseas experience
209
Deep self-awareness
210
Culturally diverse
210
Humility
210
Lifelong learning and curiosity
211
Honesty
211
Globally strategic
212
Patiently impatient
212
Wellspoken
212
Good negotiators
212
Human
213
Presence
213
Conclusions
214
SECTION IV: LEADING OTHERS
217
CHAPTER
15
Power and
Leadership:
Leading Others
219
Sources of influence and levels of leadership
220
Buy-in
222
The currency of reciprocity
224
The role of trust and respect
227
General approach to influence
228
Purpose
228
Level Three
ійіиенсе
229
Conclusions
230
CHAPTER
16
The Historical Strength and
Moders
Appeal of
Leve!
One
Leadership
232
Level
Ове
Leadership assumes consistency across individuals
234
Level One Leadership techniques
235
The de-energizaag impact of Level
Öae
Leadership
236
Conclusions
237
XIV
_______________________
i
__________
Contents
___________________________________
CHAPTER
17
The Challenges of Level Two Leadership
240
The human brain
240
Formulae and deductive reasoning
242
Decision making
244
Level Two tools and techniques
245
The problem with Level Two Leadership
246
In the end
247
Conclusions
247
CHAPTER IS The Focus and Impact of Level Three Leadership
250
Level Three techniques
252
Techniques for showing respect
252
Techniques for influencing
VAB
Es
253
The dark side potential of Level Three Leadership and engagement
255
Organizational implications
256
Applying Level Three Leadership at both the individual
and organizational levels
258
Conclusions
258
CHAPTER
19
Six Steps to Effective Leadership
261
Clarifying your center
263
Clarifying your center
265
Developing character/ends versus means
266
Various forms of meditation
267
Clarifying what is possible
267
Clarifying mental images of what can be
268
Scenario building
269
Clarifying what others can contribute
269
Bask assumptions about others
269
Identifying
те
critical skills
271
Supporting others so they can contribute
272
Information age organizational structures
272
Empowering systems design
274
Being relentless
275
Life as
a
motorboot
or a wood chip
275
Developing commitment
276
Measuring and celebratiog progress
276
Focusing on the right measures
277
Focusing on the glass
kalf
fielt 278
ConcIusioHS
278
CHAPTER
20
ibeŁaupia^ofŁe^eisiip
281
Respectful leadership
communicatíoa:
Invitations
284
Rules of the interpersonal dance
285
Conclusions
289
Contents XV
CHAPTER
21
Leading Teams
291
What makes a team?
292
Team life cycles
293
Forming: Initiation and orientation
293
Norming: Exploration of how we ll do the task
293
Performing: Stabilization
294
Re-forming: Reassessment
295
Team roles
296
Inspired vision that creates
... 299
...
A powerful sense of mission
299
Getting the right people
300
Distributed leadership
301
Extraordinary coordination
301
Creative support
302
Moral foundation for respect
302
The right roles for the right people
303
Participation
303
The right measures
304
How would-be teams go awry
306
Virtual teams
307
Conclusions
308
SECTION V: LEADERS AS DESIGNERS
311
CHAPTER
22
Leading Organizational Design
313
A general model of organizational design and its impact
on results
314
Background factors
315
Leadership philosophy
315
Organizational design deckions
316
Organizational culture
323
Organizational results
325
Organizational
ghie
326
Conclusions
327
CHAPTER
23
Human Resource Management Systems
329
Selection and hiring
33Ô
Work design aad performance
331
Appraisal
333
Rewards
334
Learning systems
335
Pervasive systems
336
Conclusions
337
ХНІ
Contents
CHAPTER
24
Leading Change
339
A general model of change
339
The role of outside help in managing change
343
Leading the change process
344
Clarifying disconfirming data
344
Building a change team
345
Designing and leading change experiments
346
Relentlessly reinforcing results with the new vision
347
Classic and current change models
347
Roles in the change process
348
Responses to change
349
Dying little deaths
349
The many faces of denial
349
Anger and bargaining
350
Transition through despair and grieving
351
Hope and the change process
351
Levels in change
353
John Kotter s model of change
353
The four Ps
354
The MIT model
354
Prochaska s model for positive change
355
Fighting your inherent
f
ears of changing
356
Conclusions
356
SECTION VI: CONCLUSION
359
CHAPTER
25
Conduşi©«
361
SECTION
VII:
workbook and exercises
CHAPTER
26
Lewi Three Leadership Workbook
373
The diamond model of leadership
374
The leadership point of view
374
Managing
the fear of rejection
375
Leadership levels assessment
376
Theory
376
Scoring your responses
377
Interpreting yottr scores
377
Strategic challenges
378
Leadership
impücatioas
of my strategic challenges
379
My leadership
fatare
380
Charter for my organization
381
Charter for my work group
382
My personal charter
383
Contents XVÏi
Survey of managerial style
384
My personal leadership development goals (Keep, Lose, Add)
396
Leadership intelligence self-assessment
397
Managing your energy
398
Life s dream exercise
401
Balancing your life
405
Leadership language exercise
412
Leadership steps assessment (LSA)
413
Life s story assignment
425
Assessing the moral foundation of your leadership
429
Team self-assessment
430
OH: One view of the world
432
Systems and processes in my organization that need redesigning
446
My personal model of change
447
What do I want to do next?
448
Your central point
449
Appendix: Leadership Theories
450
Bibliography
464
Index
467
|
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| id | DE-604.BV035694834 |
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| indexdate | 2024-07-09T21:43:36Z |
| institution | BVB |
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| language | English |
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| spelling | Clawson, James G. Verfasser aut Level three leadership getting below the surface James G. Clawson 4. ed., international ed. Upper Saddle River, N.J. Pearson 2010 xxii, 473 S. Ill., graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 464-466) and index Führung Leadership Führung (DE-588)4018776-7 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Führung (DE-588)4018776-7 s Management (DE-588)4037278-9 s DE-604 Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017748854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Clawson, James G. Level three leadership getting below the surface Führung Leadership Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4037278-9 |
| title | Level three leadership getting below the surface |
| title_auth | Level three leadership getting below the surface |
| title_exact_search | Level three leadership getting below the surface |
| title_full | Level three leadership getting below the surface James G. Clawson |
| title_fullStr | Level three leadership getting below the surface James G. Clawson |
| title_full_unstemmed | Level three leadership getting below the surface James G. Clawson |
| title_short | Level three leadership |
| title_sort | level three leadership getting below the surface |
| title_sub | getting below the surface |
| topic | Führung Leadership Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Führung Leadership Management |
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