"What Leadership in
organizations isn't"
|
Organization of the Book
The introductory Part I contains three
chapters that present the case for the need
for this book. The first chapter challenges
the nature of the contributions of the
modern leadership movement, and provides
an overview of the movement's lack of
cohesiveness, suggesting that this may
indicate a measure of questionable
verisimilitude. Chapter 2 provides a closer
look at some of the more dominant and
rising influences in the modern leadership
movement, and how they might be
contributing to the problem. Finally, Chapter
3 goes a little deeper into the recent and
more distant history of the literature to find
and discuss those hints buried within it that
offer glimmers of promise pointing in the
direction of the argument of this book.
I: Introduction
Chapter 1. What's Happened
Definitions
Terms
Chapter 2. What's Wrong
Concentrating on the Leader
The One Constant
Follow the Leader
Walk this Way
Journey to the Center of the Ego
Just add Water
At the Feet of the Master
The Leader Within
Chapter 3. What's Close
Relative
Structural
Circular
Situational
Emotional
Organizational
Cultural
|
II: Organizational Leadership
Chapter 4. Leadership from the Front
A Note of Caution
The Military Environment
Military Leadership
Men Against Fire
Action and Inaction
Spontaneous Leadership
Follow Me!
I'll be Waiting Right Here
Chapter 5. Leadership from the Rear
Directed Leadership
Natural Leadership
The Senior Executive
Authority and Responsibility
Leadership and Command
Exploiting Leadership
Chapter 6. Leadership from Within
Mismanagement
Free Spirits
Rebels with (or without) a Cause
Lost Souls
Management
The Group Spirit
The Guiding Force
Marshaling the Forces
United in Spirit
Captains of Industry
Know Thyself
Chapter 7. Managing Leadership
Purpose
Scanning
Vision
Planning
Organization
Mobilizing
Communicating
Execution
Direction
Evaluation
Monitoring
|
"What Leadership in
organizations is"
|
Part II consists of four chapters that lay
out the argument for the existence of
organizational leadership, and for the
ability and importance of intelligently
managing it. Chapter 4 builds upon
observations, made in another context, of
the behavior of soldiers in combat units.
These are then used as a basis upon which to draw our own
more general observations about organizational behavior
and leadership. The discussion here builds the basis for what
follows.
The next chapter extends those observations to begin
building the case for the existence of organizational
leadership by showing how leadership can occur at
various times and points throughout the organization.
Chapter 6 then presents the full case for organizational
leadership – what it is, and how it operates in an
organization. Chapter 7 closes the main part of the book
with a discussion of how to manage organizational
leadership.
III. Conclusion
Chapter 8. What's Different
Business as War?
Great Men
Great Innovators
Open Schedules
All in the Wrist?
Piling On
Silver Stake
Nothing New Under the Sun?
Chapter 9. What's Next
Organizational Leadership
Missteps
Half Steps
Full Forward Step
Benefits
Managers
Employees
Boards
Organizations
Implementation and the Board
The Senior Executive
Conclusion
|
"A Distinction with
an Actionable
Difference"
|
The concluding Part III consists of two chapters, beginning with
the presentation of possible critiques of the book's arguments.
Certainly, the ideas proposed herein about leadership are not in
the commonly adhered-to tradition of the topic. These ideas may
be difficult to absorb, and will likely attract resistance for
disturbing what have been apparently satisfactory habits of
thought. Accordingly, in this chapter, the author anticipates
several of these critiques made from several perspectives, and
addresses each one, in turn. The final chapter offers a concise
review of the argument of the book, although the reader should
be cautioned that it is not a self-contained substitute for the
broader argumentation made in Part II. It then concludes with
some thoughts about how to proceed with implementation of the
concepts presented.
© 2005 by the author. All rights reserved.
Managing Leadership
Toward a new and usable understanding of what leadership really is - and how to manage it
