Textbook:
Pages : 212; Paperback;
210 X 275 mm approx.
Textbook Price: Rs. 600;
Available only in INDIA
Part – I: The Mystique of Leadership |
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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 |
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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 |
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