1.5 - About University

Kennedy, Allen, 117Kepner, Charles, 208, 216, 220-221Know-it-alls, dealing with, 385-386Kotter, John, 117, 119, 142-143, 148Kouzes, James, 55-56Ladder of Inference, 462-463Large projects, selling, 287-290Leader as strategist, 69-72Leader-to-employee communication,direct, 236-238 (see alsoCommunication)Leader’s skills, assessing, 345Leadership:and boards of play, 18-20GAS model, 33-35habits and practices, 15-17integrity, 36-38and management, contrasting, 5-7purpose, clarifying, 59-61paradigms, 29-32principles guiding techniques, 11-14recursive, 25-28requirements for effective, 8-10results equation, 21-24in twenty-first century, 2-4and values, 55-58The Leadership Challenge, 55-56Leadership Emotional Quotient (LEQ),455-458Leadership versatility, 264-266Leading Change, 117, 142-143, 148Leading change, tools for, 139-168aligning systems, 153-155appreciative inquiry, 166-168change equation, 140-141change window, 150-152human transition through change,160-162major organizational change, 142-144readiness for change, assessing, 145-146resistance, surfacing and dealing with,163-165“two good-faith responses” technique,163-164small wins or breakthroughs? 147-149stakeholder groups, 156-159Leading meetings, tools for, 335-361 (seealso Meetings)Leading others, tools for, 263-296 (see alsoInfluencing)Learning, tools for, 427-449adult learning principles, 438-440attitude, importance of, 428-430individual differences, capitalizing on,447-449learning styles, 444-446needs analysis, 434-437preferences, personal, 447-449single-loop and double-loop, 431-433teaching job, 441-443Listening skills, 248techniques, 254-256Logic errors, recognizing, 170-172Logic of leadership, 25-28Management and leadership, contrasting,5-7purpose, clarifying, 59-61Management by objectives (MBO), 26,402-405Marketing professional service group, 96-99Matching leadership style to situation, 267-270 (see also Influencing)Measuring success, 65-67Media relations for leaders, 260-262Meetings, leading, tools for, 335-361agenda, 353-355chairperson’s role, 347, 350-352opening remarks, 356-358checklist, 342-346meeting roles, 347-349minutes, 359-361planning effective meetings and events:process cycle, 336-338purpose and function in workgroups andteams, 339-341skills of meeting leader, assessing, 345Metacommunicating, 245-247Mind mapping, 193-195Mintzberg, Henry, 69-70, 291Minutes of meeting, 359-361Mission, definition, 129Modeling behavior desired, 25-26Moore, James, 70Murphy, Shaun, 52, 62Myers-Briggs indicator, 89Needs analysis, 434-437Negative communication cycle, 233-234Negative feedback, preparing yourself togive, 375-377Negativists, dealing with, 385-386Negotiation, principled, 277-280The New Rational Manager, 208, 216, 220-221Nonprofit organization, revitalizing boardof directors in, 129-131Occam’s razor, 172Open-book leadership, 121-125Optimizing thinking, 186-188Organizational change, leading, 142-144Organizational communication, leader’srole in, 239-241Organizational culture, 117-120Paradigms, 29-32and change, 30Participants in meeting, role of, 347Participation of group, encouraging,317-319People and transition through change,160-162Performance, leading, tools for, 390-426accountability agreements, 399-401attribution theory, 409-411coaching and supporting success ofothers, 391-394documenting employee performanceand behavior, 412-414Four Stages ® model, 421-423high-performers, coaching, 395-398and blinking, 396vs. problem-based, 395-398human capital, people as, 418-420job competencies, 415-417management by objectives (MBO),402-405professional expertise, 424-426expertise delivery model, five-stage,424-426time management, 406-408Urgency Addiction, 406-408Performance, measuring and predicting,415-417Perry, Lee, 69Personal Change Equation, 468-469Personality ethic, 15Peters, Tom, 45-46Polarities, dealing with, 212-214Porter, Michael, 69Positive communication cycle, 234-235Posner, Barry, 55-56Potential Problem Analysis, 219-222(see also Problem solving)Power, 291-293Prahalad, C.K., 69Preferences, personal, 447-449Presentations, making, 281-283Preventive actions, 219Principle Centered Leadership, 1Principled negotiation, 277-280Principles guiding leadership techniques,11-14Priority setting in teams and workgroups,329-331Probability, 219Problem-based coaching, 395-398Problem solving, tools for, 199-230affinity diagrams, 227-230decision making, 215-218worksheet, 218intractable problems, dealing with,212-214model, general, 204-206polarities, 212-214potential problem analysis, 219-222worksheet, 222reframing, 200-203systematic approach to finding cause,207-210worksheet, 211total quality leadership overview, 223-226Process advisor of meeting, role of, 348Process reengineering, 108-111Professional expertise, using, 132-134,424-426Professional services group, marketing,96-99Public speaking, 281-283Purpose, clarifying, 59-61478 INDEX