Sensible Leadership: Human Centered, Insightful and Prudent

Cover
Half Title
Series Information
Title Page
Copyright Page
Dedication
Table of contents
Acknowledgments
Foreword by Arnoldo C. Hax
Foreword by the Editors of the Human Centered Management Book Series
Preface by the Book Authors
About the Book Authors
About the HCM Series Editors
Figures
Tables
Part I Towards a Sensible Leadership Model
1 Leadership for the 21st Century
The Paradox of Leadership
From Idealization to Disappointment
Sensemaking: Deciphering the Organizational Context
Relating: Establishing and Cultivating Relationships
Visioning: Proposing a Vision
Inventing: The Audacity to Take Risks and Innovate
The Core: Building Trust
The High Demands of Leadership
Action and Reflection Leadership
Note
References
2 Effective Leadership
Trait Theory: Personal Qualities Determine Leaders’ Effectiveness
Theory of Behavior: Leaders’ Effectiveness Shows in What They Do
Situational Leadership Theory: Leader Effectiveness Depends on the Circumstances
Hersey and Blanchard Model
The Vroom-Jago Model
References
3 A Model of Sensible Leadership
Influence
Sensible Leadership
Insight to Perceive and Interpret the Environment
Prudence in the Exercise of Leadership
Integral Leadership
Ethical Leadership
References
Part II Influence in Sensible Leadership
4 Trust: The Heart of the Leader-Followers Relationship
Creating a Work Environment Based on Trust
The Pillars of Trust
Asymmetry in the Leader–Follower Relationship
The Value of Trust
How to Build Trust
Caring about Loss of Trust
The Limits of Trust
Note
References
5 Meaning, Engagement and Motivation
Meaning and Purpose at Work
Meaning in Human Interaction: Working For Others and With Others
How to Care for Meaning
Engagement and Commitment
Motivation: Extrinsic and Intrinsic
Extrinsic Motivation
Intrinsic Motivation
Leadership and Productivity
The Full Range Leadership Model: Different Forms of Influence
Transactional Leadership
Transformational Leadership
“Laissez-faire” or Lenient Leadership
Performance and Self-Efficacy
Facilitating Achievement
Recognizing a Job Well Done
Self-Efficacy
Toxic Emotions
Notes
References
6 The Management of Power and Political Processes of Sensible Leaders
Formal Power
Subtle Power
The Six Principles of Persuasion
The Principle of Mutual Appreciation (“Liking”)
The Principle of Reciprocity
The Principle of Affinity
The Principle of Consistency
The Principle of Authority
The Scarcity Principle
Notes
References
7 Influence through Communication
Leading is Communicating
Storytelling and Effective Communications
Communication and Interpersonal Relations
Virtual Communication and the Loss of the Human Moment
Communication Happens in Many Ways
Words: Verbal Communication
Nonverbal Communications
Images: “A Picture is Worth a Thousand Words”
Action: “By their Deeds, They Shall be Known”
References
8 Conflict Management and Negotiation Talent: Two Essential Leadership Skills
The Inevitability of Conflicts
Rational and Emotional Dimensions of Conflict
Sources and Stages in a Conflict Process
Sources of Conflict
Communication Problems
Structural Variables
Personal Variables
Stages in a Conflict
Functional and Dysfunctional Conflicts
Conflict Resolution Strategies
Avoiding Strategy
Competing Strategy
Accommodating Strategy
Compromising Strategy
Collaborating Strategy
Negotiation: The Civilized Way of Dealing with Conflict
Negotiation Style
Negotiation Strategy
The Negotiation Process
Preparing the Negotiation
Some Negotiating Tactics
Notes
References
Part III The Sensible Leader
9 Relationship with Followers
Emotional Intelligence
Personal Characteristics
Self-knowledge: Openness and Authenticity
Self-management: Measured Behavior
Self-motivation
Interactions with Others
Empathy
Social Talent: Managing Relationships
Components Related to the Individual
Assertiveness
Self-confidence
Emotional Stability
Components Related to Interpersonal Relations
Being Warm and Expressive
Creating a Certain Intimacy by Sharing Real-life Stories
Using a Sense of Humor
Emotions in Leadership
Managing the Organizational Culture
Generating Self-confidence, Security and Optimism
Communicating Shared Organizational Mission in an Engaging Way
Fostering Change and Innovation
Information Processing
Decision-making
The Social Intelligence Model
Leaders Need To Be Aware of their Limitations
References
10 Political Forces at Work in the Organization
Decisions as a Political Process
Decisions as a Negotiation Process
References
11 Social Dimension of Management
Relationships with Employees
Relationships with Customers
Relationships with Suppliers
Relationships with the Community
Relationships with Shareholders
Note
References
12 Integral Sensible Leadership
The Life-Work Continuum
Work-Life Integration Today
References
13 The Sensible Leader is an Ethical Leader
Preparing to Be a Leader: Cultivating Moral Reasoning
Value-based Leadership
Service-oriented Leadership
Notes
References
Index