Leadership and Change Management

            

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Textbook:
Pages : 212; Paperback;
210 X 275 mm approx.

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Leadership and Change Management Contents

Part – I: The Mystique of Leadership

Chapter 1

 Understanding Leadership

 3

Chapter 2

 Leadership Styles

 21

Chapter 3

 Leadership Skills & Tactics

 34

Chapter 4

 The Making of a Leader

 52

Part – II: Path to Leadership

Chapter 5

 Leading a Learning Organization

 63

Chapter 6

 Coaching Leaders

 73

Chapter 7

 Developing Performing Teams

 81

Chapter 8

 Leadership Succession

 93

Part – III: Leadership Culmination

Chapter 9

 Level 5 Leadership

 107

Chapter 10

 Narcissistic Leaders

 119

Chapter 11

 Leadership Challenges

 129

Part – IV: Change Mastery

Chapter 12

 Understanding Change

 141

Chapter 13

 Implementing Change

 155

Chapter 14

 Change Agents

 170

Chapter 15

 Disruptive Innovation

 180

Glossary

 

 192

Bibliography

 

 196

Index

 

 207

Detailed Contents

Part I: The Mystique of Leadership

Chapter 1: Understanding leadership:
The difference between Leadership and Management: Leadership provides a direction for change while management deals with planning and budgeting; Leadership deals with aligning people while management deals with organizing and staffing; Leadership motivates people while management controls and solves problems: Evolution of leadership theories: Trait theories; Behavioral theories; Contingency approaches to leadership: Attributes of effective leaders: Self-awareness; Self-regulation; Motivation; Empathy; Social skills

Chapter 2: Leadership styles: Leadership styles: Authoritative style; Autocratic style; Benevolent style; Coaching style; Democratic Style; Pacesetting style; Expert style; Manipulative style; Bureaucratic style; participative style: Likert’s four styles: System 1 management; system 2 management system 3 management; system 4 management: Tannenbaum & Schmidt Continuum of leaders behavior: The pattern of behavior: The impact of leadership styles on work climate

Chapter 3: Leadership skills & tactics:
Persuasion skills: Skeptics; Charismatic; Followers; Controllers; Thinkers: Motivational skills: General Methods of Motivation; Motivating Frontline Staff: Lessons from the US Marine Corps; Motivating problems people: Conflict resolution skills: Leadership tactics: A model of power and influence; relations with Subordinates; Relations with superiors; A model of effectiveness of influence

Chapter 4: The Making of a Leader:
Making of a leader: Learning from experience: Developing next generation leaders: Context-specific; Level-specific; Use of role models; Dramatic; Learning value; storytelling in practice: Tying leadership development to organization goals: Consciousness; Future orientation; Execution; integration; Evaluation of development efforts

Part II: Path to Leadership


Chapter 5: Leading a Learning Organization:
Learning: The learning organization: Innovative learning: Leading a learning organization: Leader as a designer; Leader as a teacher; Leader as a steward

Chapter 6: Coaching Leaders:
Demistifying coaching: The leader as a coach: Improving as a coach; What can a coach do to be a better coach?

Chapter 7: Developing Performing Teams: Moving from command and control to teamwork: Understanding teams and teamwork: Principles of great teams: Shared dream; Mission is bigger than ego; Protection from leaders; Fostering enmity; Dare to be different; Pain & suffering; Strong leaders; Meticulous recruiting; Young and energetic: Great teams deliver: Team Size & Skills: Composition of teams: Leadership approaches that foster performance: Recruit for skill & skill potential; Be concerned about first impressions; Spend time together; Frame necessary guidelines to govern team behavior; Promote a culture of urgency and high standards; Value contribution and positive feedback; Identify tasks that can be accomplished immediately; Let the team define purpose and goals: Team Learning; Conflicts; Defensive routines; Overcoming defensive routines

Chapter 8: Leadership Succession: Leadership succession-an overview: Importance of the right CEO: Insider Vs outsider for CEO Job: Choosing the Right CEO: Involve the whole board of directors; Directors should design detailed criteria for the successor; Boards should be given the option to choose from a list of outside candidates also, along with insiders; Directors should base succession decisions on real human interaction; Boards should not rely too much on headhunters while scouting for candidates from outside; Boards should have an open and fair process; Smart human resources people should be involved; Succession planning should be a continuous process: Women CEOs

Part III: Leadership Culmination

Chapter 9: Level 5 leadership:
Classification of Leaders: The Level 5 Leader; The Level 4 Leader: Characteristics of Level 5 Leaders: Fierce will; Compelling humility :Operating Style of Level 5 Leaders: First Who, then What; Have faith, face hard facts; Hedgehog concept; Discipline Vs Freedom; Adopting technology

Chapter 10: Narcissistic Leaders:
Understanding Narcissism: Characteristics of Narcissistic Leaders: Compelling vision; Charisma; closeness leads to isolation; Emotionally isolated; Lack of empathy; Bad mentors; relentless and ruthless; workaholics; loyalty towards the organization; power hungry: Operating style on a narcissistic leaders: Manipulative; Controls communication; Controls decision making; Builds empire; Craves visibility; Blames other for failures: Balancing a narcissistic leader

Chapter 11: Leadership Challenges:
Challenges of Knowledge Work: Realities of E-commerce environment: Managing diversity: Factors that lead to increased diversity; Fostering creativity through diversity
Part IV: Change Mastery

Chapter 12: Understanding change:
Evolution of an Organization: The Creativity stage; The Stage of Direction-setting; The Stage of Decentralization; The Stage of Coordination; The Stage of Collaboration: Factors that Inhibit Change: Classification of Change: Dramatic Change; Systematic Change; Organic Change; Mode of Change: Revolution; Reform; Rejuvenation

Chapter 13: Implementing Change:
Transforming an Organization: Establishing a Sense of Urgency; Creating a Guiding Coalition; Developing a Vision and Strategy for Change; Communicating the Change Vision; Empowering Employees for Broad-Based Action; Scoring Short-term Wins; Consolidating Change: Understanding Organizational Culture: Formation of Organizational Culture; Role of founders in the formation of organizational culture: The Need to Change Culture: Changing the Culture; Changing Culture by Changing Mental Models

Chapter 14: Change Agents:
CEOs as change agents: Middle-level managers as Change agents: HR personnel as Change agents; Traditional role in new Circumstances; New role amid new circumstances; Consultants as Change Agents:

Chapter 15: Disruptive Innovation: The Rise and fall of great companies: Disruptive innovation: Factors that affect disruptive innovation: Taking root in disruption; Degree of integration; Bringing simplicity and convenience to customers: Creating the capabilities to cope with disruptive innovation: Building a new structure in an Existing organization; Creating a spin-off; Acquiring an organization: Target Market for Disruptive Innovation