Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices

Flexible Leadership Creating Value by Balancing Multiple Challenges and Choices......Page 1
About This Book......Page 3
Contents......Page 7
Acknowledgments......Page 11
Preface......Page 13
The Authors......Page 17
1. The Nature of Effective Leadership......Page 21
Leadership: Fact and Myth......Page 23
Model of Flexible Leadership......Page 31
Origins of the Model......Page 39
Overview of the Book......Page 42
Conclusions......Page 43
Section I: Efficiency and Process Reliability......Page 45
2. The Challenge of Improving Efficiency and Process Reliability......Page 47
Examples of High Efficiency and Process Reliability......Page 50
Conditions Affecting Efficiency and Process Reliability......Page 54
Ways to Improve Efficiency and Process Reliability......Page 56
Conclusions......Page 57
Operational Planning......Page 59
Clarifying Roles and Objectives......Page 65
Monitoring Operations and Performance......Page 71
Solving Operational Problems......Page 78
Relationships Among the Behaviors......Page 80
Conclusions......Page 82
Quality and Process Improvement Programs......Page 83
Cost Reduction Programs......Page 87
Management Systems and Structural Forms......Page 90
Recognition and Reward Programs......Page 94
Conclusions......Page 96
Section II: Innovation and Adaptation......Page 99
5. The Challenge of Adapting to the External Environment......Page 101
Conditions Affecting the Importance of Adaptation......Page 102
Examples of Failure in Adaptation......Page 104
Examples of Successful Adaptation......Page 107
Reasons for Success and Failure......Page 109
Ways to Enhance Adaptations......Page 116
Conclusions......Page 118
Monitoring the Environment......Page 119
Strategic Planning......Page 122
Envisioning Change......Page 126
Building Support for Change......Page 129
Implementing Change......Page 131
Encouraging Innovative Thinking......Page 135
Facilitating Collective Learning......Page 138
Relationships Among Change-Oriented Behaviors......Page 140
Conclusions......Page 141
Intrepreneurship Programs......Page 143
External Benchmarking......Page 145
Programs for Understanding Customers......Page 147
Reward and Recognition Programs......Page 149
Collective Learning Practices......Page 150
Knowledge Management Systems......Page 151
Structural Forms to Facilitate Innovation......Page 153
Mergers, Acquisitions, and Strategic Alliances......Page 155
Conclusions......Page 160
Section III: Human Resources and Relations......Page 161
8. The Challenge of Managing Human Resources......Page 163
Conditions That Affect the Importance of Human Resources......Page 164
Implications of Strategy for Human Resources......Page 166
Examples of Good Human Relations......Page 167
Examples of Human Relations Problems......Page 170
Ways to Improve Human Resources and Relations......Page 172
Conclusions......Page 173
Supporting......Page 175
Recognizing......Page 178
Developing......Page 182
Consulting......Page 186
Empowering......Page 189
Team Building......Page 191
Relationships Among the Behaviors......Page 193
Conclusions......Page 194
Human Resource Planning Systems......Page 195
Employee Development Programs......Page 198
Empowerment Programs......Page 201
Recognition, Award, and Benefit Programs......Page 205
Quality of Work Life Programs......Page 207
Orientation and Team-Building Programs......Page 209
Conclusions......Page 210
Section IV: Finding the Right Balance......Page 211
Tradeoffs Among the Three Performance Determinants......Page 213
Changes in Performance Determinants......Page 221
Examples of Effective Balancing......Page 223
Other Tradeoffs for Leaders......Page 227
Conclusions......Page 235
Guidelines for Effective Leadership......Page 237
Competencies for Effective Leadership......Page 248
Conclusion: The Essence of Flexible Leadership......Page 256
Notes......Page 259
Index......Page 283