Nine practices of 21st century leadership: a guide for inspiring creativity, innovation, and engagement

Content: DEMYSTIFYING 21ST-CENTURY LEADERSHIPClarifying Why Leadership Is ConfusingIntroductionReason 1: Leadership Is Like a Role but DifferentReason 2: Leadership Is More Than a Set of QualitiesReason 3: Leadership Is Like a Skill, but DifferentReason 4: Some Leadership Theories Overlap with Leadership StylesReason 5: Leadership is Like Management, but DifferentReason 6: The Meaning of Leadership is ChangingSummaryDefining 21st-Century LeadershipIntroductionDefinition of 21st-Century Leadership and Desired ResultsPerformance Improvement DisciplineDesired ResultsMaturing Individuals' Mental and Moral Qualities, Capabilities, and BehaviorsBidirectionalSeven Principles, 26 Beliefs, and 9 PracticesSummary: What to DoRevealing Traditional Leadership and AssumptionsIntroductionAssumption 1: Leaders Need AuthorityAssumption 2: Leaders Are Heroes Who Leave a LegacyAssumption 3: Intimacy Weakens LeadershipAssumption 4: Giving Away Power Weakens LeadershipAssumption 5: Only One Person-Typically a Manager-Functions as the LeaderAssumption 6: The Leader Is the SmartestAssumption 7: Team Members Are the Cause of UnproductivityAssumption 8: Team Members Cannot Be TrustedAssumption 9: Team Members Are Less Important than Revenue,Profit, Operational Costs, and LeadersAssumption 10: Talking Is More Important than ListeningAssumption 11: Recognition Is a Formal ProcessAssumption 12: Leadership Requires Little or No TrainingAssumption 13: Leaders Know How Effective Their Leadership IsSummary: What to DoExplaining 21st-Century Leadership Principles and BeliefsIntroductionPrinciple 1: Believe in OthersPrinciple 2: Connect with OthersPrinciple 3: Put Others FirstPrinciple 4: Give Up ControlPrinciple 5: Encourage ChangePrinciple 6: Collaborate with OthersPrinciple 7: Develop Leadership Practices ContinuouslySummarySection II: USING THE NINE PRACTICES OF 21ST-CENTURY LEADERSHIP: PART 1: FOUNDATIONAL PRACTICES: IMPROVING PERFORMANCE WITH SYSTEMIC THINKINGAnalyzing Like DetectivesIntroduction: Importance and Benefits of Analyzing Like DetectivesCharacteristics of Analyzing Like DetectivesRummler's Fundamental Laws of Organizational Systems.Anatomy of Performance and the Human Performance SystemThe Performance Chain Model and the Six Boxes Model.Leading ExamplesSummary: What to DoDiagnosing and Treating Like DoctorsIntroduction: Importance and Benefits of Diagnosing and Treating Like DoctorsCharacteristics of Diagnosing and Treating Like DoctorsRummler's RIPLeading ExamplesSummary: What to DoFinding Key Behaviors Like Social PsychologistsIntroduction: Importance and Benefits of Finding Key BehaviorsLike Social PsychologistsCharacteristics of Finding Key Behaviors Like Social PsychologistsSetting Goals and MeasuresSystematic Approach for Finding Key BehaviorsInfluencing and Adopting New Key BehaviorsLeading ExamplesSummary: What to DoSection II: USING THE NINE PRACTICES OF 21ST-CENTURY LEADERSHIP: PART 2: SUPPORTING CHANGECommunicating Like AgentsIntroduction: Importance and Benefits of Communicating LikeAgentsCharacteristics of Communicating Like AgentsTactics for Influencing Others to Take ActionDrexler/Sibbet Team Performance ModelLeading ExamplesSummary: What to DoDirecting Like GuidesIntroduction: Importance and Benefits of Directing Like GuidesCharacteristics of Directing Like GuidesAssessing Abilities Using Situational Leadership IITechniques for Building CapabilityLeading ExamplesSummary: What to DoNurturing Like GardenersIntroduction: Importance and Benefit of Nurturing Like GardenersCharacteristics of Nurturing Like GardenersGrenny et al.'s Structural Ability TacticsMake It Easy: Handshaw and Performance Support SolutionsLeading ExamplesSummary: What to DoSection II: USING THE NINE PRACTICES OF 21ST-CENTURYLEADERSHIP: PART 3: ADDING VALUEFacing the Unknown Like LionsIntroduction: Importance and Benefits of Facing the Unknown LikeLionsCharacteristics of Facing the Unknown Like LionsSerious ListeningObtaining FeedbackUsing 360-FeedbackLeading ExamplesSummary: What to DoDeveloping Like ScoutsIntroduction: Importance and Benefits of Developing Like ScoutsCharacteristics of Developing Like ScoutsKouzes and Posner's Tactics for Generating New IdeasLeading ExamplesSummary: What to DoCommunicating Like BroadcastersIntroduction: Importance and Benefits of Communicating LikeBroadcastersCharacteristics of Communicating Like BroadcastersMaxwell's Eight Guidelines for Connecting with OthersLeading ExamplesSummary: What to DoSummaryWhat to DoWord of CautionSection III: CONTINUING TO GROWMaturing and Sustaining Your Leadership PracticesIntroductionThe 21st-Century Leadership Development RoadmapStage I: I KnowStage II: I Don't KnowStage III: I Know That I Don't KnowStage IV: I Don't Know What I Don't KnowWhat to Do: Using the Roadmap to Sustain Your JourneyConsidering Organizational ImplicationsIntroductionManaging the Strategy PortfolioBuilding Teams with Diversity and InclusionRethinking Leadership DevelopmentAdvancing 21st-Century LeadershipAfterword: The Fundamental Attribution ErrorAppendices