1.5 - About University

Contingency leadership model, 267-270Contingent actions, 219Control, 274-275, 308-310Conversations, powerful, 232-235Corporate Cultures: The Rites and Rituals ofCorporate Life, 117Covey, Stephen, 1, 15-16, 56-57, 406-407,450-451Crainer, Stuart, 25Creativity, leader’s role in, 189-192Critical thinking and innovation, tools for,169-198assumption analysis, 173-175brainstorming, 196-198developmental versus evaluativethinking, 196-198complex situations, sorting out, 176-178creativity and innovation, leader’s rolein, 189-192force-field analysis, 183-185logic errors, recognizing, 170-172Occam’s razor, 172mind mapping, 193-195optimizing thinking, 186-188verbal dealing with complexity, 179-182hourglass model, 179-180triage, 179-181Cross-cultural communication, 257-259Culture, 117-120Customer service, 387-389Deal, Terrence, 117Debate, 242-244Decision making, 215-218tools for, 199-230 (see also Problemsolving)Defensive reactions, managing, 470-471Delivering on the Promise, 419Dell, Michael, 117Deming, W. Edwards, 225Demographics, 136Designing productive processes andorganizations, 100-138business process reengineering, 108-111employee involvement, 112-116entrepreneurial thinking, 121-125hierarchy in organization, 105-107job satisfaction, 126-128nonprofit organization, revitalizing boardof directors in, 129-131open-book leadership, 121-125organizational culture, 117-120organizations, productive, 101-104professional expertise, using, 132-134surveying employees, 135-138workgroups, involving in job design,126-128Developing Corporate Character, 117Developmental versus evaluative thinking,196-198Dialogue, 242-244Difficult people, dealing with, 384-386Directional statements, 48-50Directive, 326Discussion, 242-244Distress, 472Disturbances in teams and workgroups,dealing with, 311-313Documenting employee performance andbehavior, 412-414Double-loop learning, 431-433Drucker, Peter, 76, 101, 103, 105, 133Theory of Business Specifications, 7780-20 rule, 86, 231-232Either-or mentality, dangers of, 212-214Emotional competencies, 455-456Empathy, 249Employee involvement, 112-116Employee job satisfaction, 126Employee performance and behavior,documenting, 412-414Entrepreneurial thinking, 121-125Environmental scan, 76-78Ethical behavior, 36-38Eustress, 472Evaluative versus developmental thinking,196-198Expertise delivery model, five-stage, 424-426Feedback:do’s and don’ts of, 372-374to employee, 412-413negative feedback, preparing yourself togive, 375-377skills, 248Feelings, dealing effectively with, 248-250The Fifth Discipline Fieldbook, 462-463Force-Field analysis, 183-185Ford Motor Company, vision statement of, 51Foundational concepts, 1-38how effective leaders act, 8-10GAS model, 33-35integrity, 36-38leadership: the boards of play, 18-20leadership in twenty-first century, 2-4leadership and management, contrasting,5-7leadership results equation, 21-24paradigms, 29-32principles to guide leadership techniques,11-14recursive leadership, 25-28successful leaders, habits and practicesof, 15-17, 21Four Stages ® model, 421-423Friedman, Brian, 419Frontline employees, communication with,236GAS model, 33-35Gates, Bill, 2,3General-Accurate-Simple (GAS) model, 34Generative learning, 431Gibbs, Nancy, 455Goal statements, writing, 62-64 (see alsoWriting)The Great Game of Business, 121-123Ground rules for workgroups and teams,320-322Group leadership skills, assessing, 314-316Groups, tools for leading, 291-334 (see alsoTeams)Habits, 467-469Hamel, Gary, 69Hammer, Michael, 108-109, 147Harvard process, 277Hersey, Paul, 268Hierarchy in organization, 105-107High-performers, coaching, 395-398and blinking, 396Hourglass model to deal with complexity,179-180Human capital, people as, 418-420Human Capital Accounting for the KnowledgeEconomy, 418-419Human transitions through change, 160-162Impact, increasing, 274-276Inclusion, 308-310Indecisives, dealing with, 385-386Individual differences, capitalizing on,447-449Influencing others, tools for, 263-296impact, increasing, 274-276control, interest and influence, 274-275large projects, selling, 287-290leadership strategies for delegating work,271-273leadership versatility, 264-266matching leadership style to situation,267-270contingency/situational models, 267-270worksheet, 270power, 291-293presentations, making, 281-283principled negotiation, 277-280Harvard process, 277recommendations, gaining acceptancefor, 284-286Selling Wheel, 284-286support networks, 294-296Innovation, leader’s role in, 189-192tools for, 169-198 (see also Criticalthinking)Integrity, 36-38Interest, 274-275International Organization forStandardization (ISO), 223Intractable problems, dealing with, 212-214Jaques, Eliot, 39, 105Job competencies, 415-417Job satisfaction, 126-128JoHari Window, 459-461Joint ventures, 92-95Jung, Carl, 447Juran, Joseph, 225Kaizen, 74Katzenbach, Joe, 299-300, 306INDEX 477