Leading Through Leaders

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en Limba Engleză Paperback – 03 Aug 2012

Leading Through Leaders: Driving Strategy, Execution and Change will help readers improve business results by overcoming the challenges of uncertainty, complexity, imperfect decision-making and communication, and staff disengagement. While focused on building collective leadership as a strategic capability, Jeremy Tozer provides the means for effective individual leadership: a coherent framework of principles, process and behavior to create the conditions for success, and the systemic and dynamic integration and alignment of leaders and engaged teams at all levels. 

Based on 27 years of leadership and consulting experience, and illustrated with case studies and learning from clients such as Cisco, Best Western, ABN AMRO and Pfizer, this book provides unique insights into "effective leadership" in some of the world's best known enterprises. 

Leading Through Leaders presents an integrated suite of proven and durable principles and tools, and the leadership psychology, that may be adapted and used by any leader. It provides businesses with the intellectual firepower to rise above the fog and clutter of operational issues and focus on strategic priorities, with the confidence that junior leaders and their teams are fully engaged and aligned at the tactical level.
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ISBN-13: 9780749466190
ISBN-10: 0749466197
Pagini: 520
Ilustrații: Illustrations
Dimensiuni: 173 x 240 x 33 mm
Greutate: 0.87 kg
Editura: Kogan Page


About the Author
Part One Understanding Leadership and Its Context01 The operating context, strategy execution and capability requirement
The operating context
Uncertainty and complexity
Exponential rate of change
Employee engagement, mobility and cynicism
Strategy to reality: the execution gap
Future agenda: the capability requirement
Leading through leaders: effects-based leadership (EBL)02 Propositions about organizations, leadership, people and work
Organizational effectiveness: the corporate context of leadership
Leadership doctrine
Leadership, people and work
Paradox: discipline and freedom
The pyramid of leadership learning
Differences and similarities in leadership
Leadership, leaders and teams
Impact of "organization" on behavior
The "three-layer group" and its leader
People’s expectations and desires03 The role of a leader: Creating the ACE conditions for success
ACE as a leaders’ job description
ACE as an organizational and leadership effectiveness assessment and diagnostic tool
ACE as a leadership and organization effectiveness diagnostic tool
Organizational conditions: integrated leadership04 Understanding leadership ability
Leadership and leader defined
Leadership and management
The leader and shared leadership
The relationship between leader and follower
The what of leadership: leadership knowledge and skills to perform functions
The leader’s role in clarifying role relationships
Delegation of tasks
The how of leadership: leadership style and behavior
Leader/follower relationships
Personal values and standards
Power, authority and leadership behavior
Leadership thought: how people think and intellect aligned to level of work
Annex A: Leadership role profile05 Communication – the lubricant of the leadership engine
Clarity and aligned communication channels
Formal and direct/conscious communication
Informal and direct/conscious communication 
Formal and indirect/subconscious communication
Informal and indirect/subconscious communication
Communication in an organizational structure

06 Leading transformation and change
Roadmap to change
Emotional responses during change
The change paradoxPart Two Developing the ACE Conditions for SuccessSection One Developing Ability07 Introduction to developing ability
Education and training
Exposure08 Understanding people, behavior and emotional intelligence
Basic psychology – the study of the mind and behavior
What is personality?
Human nature: collaborate and compete
How the brain works
Human behavior and emotional intelligence
The core identity
Emotional intelligence: the enabler of adaptable and appropriate leadership style09 Interpersonal communication: the currency of leadership
Leader-team communication 
The communication process
Building rapport
Style of communication and assertiveness
How to assert yourself
Non-verbal communiation 
Eye assessing cues
Assertive communication10 Coaching
Introduction to coaching
The coach’s position
Coach’s toolkit
Path to mastery 
Coaching conversation agenda
Developing behavior
Changing attitudes
Building skill
Promotion and maintenance of the desire to learn
Confirmation that training has been assimilated
Question technique
Fault checking11 Influence, persuasion and conflict resolution
Means of influence
Conflict resolutionSection Two Clarity and Engagement at Every Level 12 The leadership work of creating clarity and engagement: problems, decisions and plans
Problems to solve, decisions to make
A trio of recurring, cascading iterating processes13 People, personality and decision making
Ways of thinking
Decision-making biases
Cognitive dissonance
Group dynamics
Understanding14 Decision making: the appreciation
The appreciation in detail
Task and time schematic plan
Appreciations at the strategic level
Contingency planning
Other problem-solving tools and techniques
The appreciation and personality types
Examples of appreciations
Annex A: Standard Operating Procedure (SOP) for meetings and minutes
Annex B: Appreciation template
Annex C: Project/task outline plan template
Annex D: Strategic plan and second-order task tracking document template15 Planning and briefing
Detailed plan format
The briefing
Early warning
Communication: routine briefing and updates
Project management and routine leadership
Other common tools16 Cascade of planning and briefing
Tasking procedure
Leadership structure 
Extraction of relevant information 
Communication in an organizational structure17 The intelligence system to inform decision making 
The intelligence cycle
Intelligence and planning18 Directing, coordinating, controlling and evaluating progress
Control (and influence)
Evaluating progressSection Three Shaping the Environment19 Introduction to shaping the environment20 Teams and groups
Characteristics of groups and teams
Types of teams
Group dynamics
Stages of team development
Maintaining the team
Advice to leaders21 The essential intangibles: morale, loyalty and trust
Trust22 The role of organization and structure in leadership
Principles of organization23 Organization ethos and culture: built to adapt and to last
Core identity 
Business doctrine
Cultural norms
Envisioned future24 ConclusionGlossary 


"Tozer's work is thorough and crystal clear in describing and showing how to be a better 'individual leader,' while simultaneously developing the organization and its 'collective leadership capability'...the most complete and lucid work on leadership I have read." -- Rob Anderson, Chief Executive, Best Western Australasia

Notă biografică

Jeremy Tozer
is a consultant on leadership, strategy and execution, organizational change and business improvement solutions to clients in the private, public and non-profit sectors across the US, the UK and the EU, Asia and Australasia.