Waubonsee Community College

The encyclopedia of leadership, a practical guide to popular leadership theories and techniques, Murray Hiebert, Bruce Klatt

eng

Includes bibliographical references and index

illustrations

index present

non fiction

The encyclopedia of leadership

handbooksbibliography

59529220

Murray Hiebert, Bruce Klatt

"The Encyclopedia features the most useful, regularly used 'tools of the leadership trade, ' condensed into quick and easy 'bites.' In addition, each entry in the encyclopedia includes a reproducible worksheet to make it easy to apply the technique to your leadership situation - or to use in a leadership training program." "Packed with evaluation questionnaires, graphics, and checklists, The Encyclopedia of Leadership makes it easy to quickly understand and implement the leadership idea that's right for your organization."--Jacket

a practical guide to popular leadership theories and techniques

1. Foundational concepts. Leadership in the twenty-first century -- Contrasting management and leadership -- How effective leaders act: an overview -- Principles to guide your use of leadership techniques -- The basic habits and practices of successful leaders -- Leadership: the boards of play -- The leadership results equation -- Recursive leadership: the logic of leadership -- Paradigms: understanding the thinking behind your thinking -- The GAS model: designing practical organizational processes -- Integrity: gut-level ethics -- 2. Tools for big-picture thinking. Introduction to systems thinking for leaders -- The 7S model: aligning for success -- Directional statements: three levels of clarity -- Visioning and vision statements -- Values and leadership -- Clarifying purpose: harnessing people power in organizations -- Writing clear goal statements -- Measuring success: the balanced scorcard -- 3. Tools for strategic thinking. The leader as strategist -- The Sigmoid Curve: anticipating and preparing for change despite current success -- SWOT: strengths, weaknesses, opportunities, and threats -- The fundamentals of business-unit strategy -- Strategic resourcing: defining high-value work for service groups -- Strategic relationships: analyzing your client base -- RAIR logic: aligning customers, strategy, culture, and leadership -- Partnering for success: joint ventures and strategic alliances -- Marketing a professional service group -- 4. Tools for designing productive processes and organization. Designing productive organizations -- Hierarchy: leadership levels in an organization -- Business process reengineering -- Employee involvement: a range of possibilities -- Organizational culture: sail or anchor? -- Open-book leadership: developing entrepreneurial thinking -- Job satisfaction: involving workgroups in designing jobs -- Revitalizing the board of directors in a nonprofit organization -- Using professional expertise: a modern leadership skill -- Surveying employees: leading the survey process -- 5. Tools for leading change. Leading change: a change equation -- Leading major change in your organization -- Assessing readiness for change -- Leading change: small wins or breakthroughs? -- Change window: a balanced approach to winning support for change -- Aligning systems: building systems compatibility into change plans -- Stakeholder groups: understanding and mapping stakeholder systems -- Human transitions: helping people work through major change -- Surfacing and dealing with resistance -- Appreciative inquiry: building change on success6. Tools for critical thinking and innovation. The BS detector kit: recognizing errors of logic -- Assumption analysis: testing decisions by examining their underlying biases -- Sorting out complex situations -- Dealing verbally with complexity -- Force-field analysis: organizing and understanding complexity -- Optimizing your thinking: a hat 6-pack -- Creativity and innovation: the leader's role -- Mind mapping: a breakthrough tool -- Brainstorming: generating ideas quickly -- 7. Tools for problem solving, decision making, and quality. Reframing: working the real problem -- A general problem-solving model for leaders -- Problem solving: a systematic approach to finding cause -- Polarities: dealing with intractable problems -- Decision making: making decisions logical and defensible -- Potential problem analysis: dealing with risk to a plan -- Total quality leadership overview -- Affinity diagrams: organizing mountains of data -- 8. Tools for communication. Powerful leadership conversations -- Direct leader-to-employee communication still works best -- The leader's role in organizational communication -- Levels of communicating: debate, dialogue, and discussion -- Metacommunicating: talking about talking -- Communication 101: dealing effectively with feelings at work -- Actively listening for content, feeling, and meaning -- Listening techniques: tactics to improve your listening -- Cross-cultural communication -- Media relations for leaders -- 9. Tools for leading and influencing others. Leadership versatility: matching your role to the situation -- Matching your leadership style to the situation -- Leadership strategies for delegating work -- Increasing your impact: understanding control, influence, and interest -- Principled negotiation: creating long-term, win-win agreements -- Making great presentations -- Selling wheel: getting your recommendations accepted -- Selling large projects: a much-valued leadership skill -- Power: a fundamental element of leadership success -- Support networks: the secret of all successful leaders -- 10. Tools for leading teams and groups. High-performing teams: organizing to achieve results -- Improving team IQ -- Team competencies: thinking, relating, and acting -- Inclusion, control, and affection: developing commitment and teamwork -- Dealing with disturbances in workgroups and teams -- Assessing your group leadership skills -- Getting participation -- Ground rules: helping groups to achieve business results -- Making information visible -- Closure: helping groups make decisions and plans efficiently -- Priority setting in a workgroup or team -- RASCI: a planning tool for workgroups and teams11. Tools for leading meetings. Process cycle: planning effective meetings and events -- Meetings: purpose and function in workgroups and teams -- Meeting checklist: from planning to follow-up -- Meeting roles -- The chairperson's role: duties and accountabilities -- The meeting agenda: why, what, and how -- The chairperson's opening remarks -- The meeting minutes: why, what, and how -- 12. Tools for leading relationships. The relationship bank: maintaining working relationships -- Building trust into working relationships -- Triangulation: the surest way to damage a relationship -- Giving and receiving feedback: the dos and don'ts -- Preparing yourself to give negative feedback -- The 5Cs: escalating confrontation judiciously -- Conflict: five levels for dealing with conflict -- Dealing with difficult people: a timeless leadership challenge -- The essentials of customer service -- 13. Tools for leading performance. Coaching and supporting the success of others -- Coaching high-performers: an overlooked element of success -- Accountability agreements: defining accountability within organizations -- Management by objectives -- Urgency and importance: the essential elements of managing your time -- Attribution theory: assessing performance and behavior -- Documenting employee performance and behavior -- Job competencies: measuring and predicting performance -- Human capital: truly the most valuable asset -- The four stages model: understanding career strategies -- Professional leadership: delivering expertise -- 14. Tools for learning. Scarcity and abundance: the importance of attitude -- Single-loop and double-loop learning: when to stay the course and when to reevaluate -- Needs analysis: measuring return on training investments -- Adult learning: principles for helping adults learn -- Teaching a job: an essential skill for frontline leaders -- Leaders and learning styles -- Personal preferences: capitalizing on individual differences -- 15. Tools for taking care of yourself. Balance: take care of yourself -- LEQ: the leadership emotional quotient -- The JoHari window: what you don't know can hurt you -- Understanding our assumptions and biases -- Habits: the good and bad news that leaders need to know -- Managing your defensive reactions -- Managing the stress associated with being a leader