Strategic leadership development : building world-class performance

목차 (Table of Contents)

• CONTENTS
• List of figures = x
• List of tables = xi
• 1 Strategic leadership : a key to organisational success = 1
• 1.1 The aim of the book = 1
• 1.2 Leadership : the glue that holds together people, teams and organisations = 3
• 1.3 Can leadership in organisations keep up with the changing world? = 5
• 1.4 What is happening in organisations now? = 7
• 1.5 Women and leadership in senior executive and board appointments = 10
• 1.6 Strategic management and leadership : the missing element? = 11
• 1.7 Understanding strategic leadership : the holistic picture = 13
• 1.8 Changing minds is key to effective strategy delivery and success = 15
• 1.9 Summary = 16
• Questions = 17
• 2 Key themes in strategic leadership = 19
• 2.1 Introduction = 19
• 2.2 Is the age of command and control leadership over? = 19
• 2.3 Moving forward : implementing new strategy = 22
• 2.4 Developing effective strategy : data from the past, new ideas for the future, or both? = 24
• 2.5 Identifying the optimum future state : the group as catalyst = 27
• 2.6 Reaching the future state : delivering change as a leadership group, not just as individuals = 28
• 2.7 Moving from status quo to future state : the learning organisation - the logical path = 32
• 2.8 Engaging everyone with the future state : social movement and large-scale change - the inspirational path = 35
• 2.9 Summary = 36
• Questions = 37
• 3 Development of leadership theory = 38
• 3.1 Introduction = 38
• 3.2 Trait theory = 39
• 3.3 Behavioural and leadership style approaches = 41
• 3.4 Contingency theories = 44
• 3.5 The Fiedler model = 45
• 3.6 The Vroom and Yetton model = 46
• 3.7 The Path-Goal theory = 48
• 3.8 The Hersey-Blanchard situational leadership model = 49
• 3.9 Transformational leadership = 51
• 3.10 The social identity approach = 53
• 3.11 New leadership = 54
• 3.12 Competency models for leadership development = 58
• 3.13 What next? = 61
• 3.14 Summary = 62
• Questions = 67
• 4 Can leadership be developed, and if so how best to do it? = 68
• 4.1 Introduction = 68
• 4.2 How best to develop individual leadership? = 74
• 4.3 Individual operational leadership development = 76
• 4.4 Individual strategic leadership development = 76
• 4.5 The individual in relation to the organisation and team = 78
• 4.6 How can we design a good individual leadership development process? = 81
• 4.7 Gender and leadership development = 82
• 4.8 Who are the key stakeholders in developing individual leaders? = 83
• 4.9 Competency models = 87
• 4.10 The 'strengths-based approach' = 87
• 4.11 The importance of senior management involvement = 89
• 4.12 Using customised leadership development design = 90
• 4.13 Senior leader development = 98
• 4.14 Key points on optimising development programmes = 99
• 4.15 Deciding between internal and external resources = 99
• 4.16 Using external providers = 99
• 4.17 Issues for executive education providers = 101
• 4.18 Final thoughts : the future = 102
• 4.19 Summary = 102
• Questions = 103
• 5 Leading for high performance = 104
• 5.1 The drive for high performance : the leader as performance enabler = 104
• 5.2 Leadership for high performance = 105
• 5.3 Strategic leadership : spreading high performance = 109
• 5.4 High performance and the team = 111
• 5.5 Roles within teams : high performance through the right team 'mix' = 114
• 5.6 Impact of organisational cycles = 115
• 5.7 Process design and leadership : the other part of the answer? = 117
• 5.8 The performance measurement challenge = 119
• 5.9 Summary = 121
• Questions = 122
• 6 Leading change = 123
• 6.1 Overview = 123
• 6.2 Leading through change = 123
• 6.3 From the leaders' perspective = 126
• 6.4 Organisational choices in change = 128
• 6.5 Resonance = 133
• 6.6 Culture and its impact on change = 134
• 6.7 Leaders leading change = 135
• 6.8 The accelerator effect = 136
• 6.9 Making strategic change effective = 137
• 6.10 Leadership as 'contested terrain' = 140
• 6.11 Leadership and the analysis of 'change readiness' = 143
• 6.12 A model of change leadership = 148
• 6.13 Summary = 153
• Questions = 157
• 7 The ethics of leadership = 158
• 7.1 What is social responsibility? = 159
• 7.2 Using social responsibility to improve brand = 160
• 7.3 Ethical issues = 162
• 7.4 Personal business ethics = 162
• 7.5 The leader's ethical dilemma = 163
• 7.6 Ethical standards = 164
• 7.7 Moral codes = 166
• 7.8 The 'relational' perspective = 169
• 7.9 Adaptive leadership = 173
• 7.10 Responsible and ethical leadership on an industry wide perspective = 175
• 7.11 Rebuilding industries post-crisis = 178
• 7.12 At the organisational level = 178
• 7.13 Creating space for dialogue = 182
• 7.14 Summary = 182
• Questions = 183
• 8 Politics, power and perception = 184
• 8.1 Introduction = 184
• 8.2 Organisation culture = 187
• 8.3 Models of organisation culture = 190
• 8.4 Leadership, power and corporate politics = 196
• 8.5 Power and conflict = 198
• 8.6 Blocks to decision-making = 200
• 8.7 Working through the blocks = 203
• 8.8 Organisations, decision-making and rationality = 205
• 8.9 Summary = 215
• Questions = 216
• 9 Knowledge as a leadership resource = 217
• 9.1 Leading change by leveraging knowledge = 217
• 9.2 Changing the rules of the game = 218
• 9.3 Strategic leadership as a learning process = 225
• 9.4 The concept of 'social capital' = 227
• 9.5 The learning organisation = 236
• 9.6 Changing perceptions of organisations = 237
• 9.7 Disciplines for the learning organisation = 240
• 9.8 Convergence and the learning organisation = 243
• 9.9 Summary = 244
• Questions = 245
• 10 Systems for organisational leadership development = 246
• 10.1 Why take a systems approach? = 246
• 10.2 The leadership delivery system : basic principles = 249
• 10.3 Roles and responsibilities = 253
• 10.4 Step 1 : Identification of current leadership supply - measurement systems for performance and potential = 255
• 10.5 Step 2 : Identification of current and future leadership demand = 258
• 10.6 Step 3 : Matching of current supply to current demand, and matching of current supply to future demand = 258
• 10.7 Step 4 : Development planning = 260
• 10.8 Step 5 : Development delivery - organisational effectiveness as well as individual effectiveness = 261
• 10.9 Aligning development with organisational direction - the 'outside-in approach' = 266
• 10.10 Organisational leadership development in the global context = 268
• 10.11 Working collaboratively in the organisation : the 'domains' of leadership = 269
• 10.12 The impact on organisational leadership of HR practice = 275
• 10.13 Making leadership work across the organisation - is anything happening? = 277
• 10.14 Retention - keeping the assets you have developed = 279
• 10.15 The future = 280
• 10.16 Summary = 282
• Questions = 283
• 11 Leadership through 'changing minds' = 285
• 11.1 Understanding leadership = 285
• 11.2 Leadership from a problem-focused perspective = 286
• 11.3 The 'disciplined' mind = 297
• 11.4 'Unlearning' = 299
• 11.5 Mobilising minds = 304
• 11.6 Summary = 308
• 11.7 So what now? = 310
• Questions = 311
• Bibliography = 312
• Index = 325