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