The Persuasive Leader: Lessons from the Arts

Cover......Page 1
The Persuasive Leader: Lessons from the Arts......Page 5
Contents......Page 9
Foreword......Page 18
Preface......Page 19
Acknowledgements......Page 20
About the authors......Page 21
1 Persuasive leadership in life and work......Page 23
Beginning cases......Page 24
What is leadership?......Page 26
Persuasive leadership in a new world......Page 27
Leadership as a social role in all living groups......Page 28
Leadership legacies......Page 29
Leadership goals......Page 30
Leadership in changing crcumstances......Page 31
Leadership and the arts......Page 32
Leadership and strategies......Page 33
Do leaders need charisma?......Page 34
Learning from examples......Page 35
Types of persuasion settings......Page 36
Leadership skills as identified in the arts and humanities......Page 37
Do we need empirical studies of leadership?......Page 38
Leaders as examples of persuasive and moral principles......Page 39
Summary......Page 40
Works cited......Page 41
2 Using aesthetics and the arts in persuasive leadership......Page 43
Beginning cases......Page 44
Leaders using the arts......Page 46
Practical use of the arts......Page 47
The aesthetic response......Page 48
Unity among the arts......Page 49
Leader–managers as architects......Page 50
The orchestra conductor metaphor......Page 51
Music in aesthetics......Page 52
Humans as artists......Page 53
Theatrical principles in leadership......Page 54
Fictional versus actual leaders......Page 55
Behaving like an artist......Page 56
End cases......Page 57
Works cited......Page 58
3 Using words effectively in persuasive speech and writing......Page 59
Beginning cases......Page 60
Importance of word choice......Page 61
Power of words to evoke emotion......Page 62
Function of fictional stories......Page 63
Delivering words effectively......Page 64
Words reflect characteristics of the speaker......Page 67
Summary......Page 68
Exercise......Page 69
Works cited......Page 70
4 Persuasive leadership and rhetoric principles......Page 71
Beginning cases......Page 72
Persuasion principles from philosophy......Page 73
Persuasion in literature......Page 74
Henry V......Page 75
Julius Caesar......Page 77
Joshua Chamberlain......Page 78
Discussion of speeches......Page 80
Summary......Page 82
Works cited......Page 83
5 Persuasive leadership-planning considerations......Page 85
Beginning cases......Page 86
Studying the prospective audience......Page 87
Obtain endorsements by influential persons......Page 88
Gather facts and arguments in favor of goals......Page 89
Planning for message content......Page 90
Practice......Page 91
Use of dramatic principles in persuasion planning......Page 92
Learning acting skills......Page 93
Using the arts in planning......Page 94
End case......Page 96
Works cited......Page 97
6 Audience characteristics......Page 99
Audience characteristics......Page 100
Audience to leader effects......Page 101
Use of participation......Page 102
Psychological needs of the audience......Page 104
Motivational propensities in an audience......Page 105
Gender, ethnic, racial, and age differences......Page 106
Summary......Page 107
Works cited......Page 108
7 Leader–follower emotional ties......Page 111
Beginning cases......Page 112
Leader–follower attraction......Page 114
Narcissistic behaviour......Page 115
Attractiveness versus behaviour......Page 116
Similarity......Page 117
Respect for differences......Page 118
End cases......Page 119
Works cited......Page 120
8 Creating positive responses in sub-leaders and followers......Page 121
Beginning cases......Page 122
Leading sub-leaders......Page 123
Counselling group members as individuals......Page 124
Creating positive emotional states......Page 125
Leaders as role models......Page 127
Positive psychology......Page 128
Adversity coaching......Page 130
Social barriers to persuasion......Page 131
Summary......Page 132
Works cited......Page 133
9 Persuasive leadership and change......Page 135
Beginning cases......Page 136
Change as a constant......Page 137
Some fundamental causes of resistance to change efforts......Page 138
Leader effectiveness versus likeability......Page 139
Leadership and admiration—Benjamin Franklin......Page 140
Franklin’s targeted virtues......Page 141
Handling multiple factors in change......Page 142
Psychotherapy as an aid to change......Page 143
How small changes can have big effects......Page 144
End case......Page 145
Work cited......Page 146
10 Strategic plans as a persuasive tool......Page 147
Beginning cases......Page 148
Importance of acceptance of strategies......Page 149
Strategic plans and goal setting......Page 150
Importance of self-perceived efficacy in goal achievement......Page 151
Visioning and goal setting......Page 152
Summary......Page 153
Works cited......Page 154
11 Harmful persuasion......Page 157
Doing harm with persuasion......Page 158
Types of harm......Page 159
Why is harmful persuasion accepted?......Page 160
Helping orientations......Page 161
The role of deception in harmful persuasion......Page 163
Deceptive messages well delivered......Page 164
Works cited......Page 165
12 Self-leadership......Page 167
Beginning cases......Page 168
Political liberty......Page 169
Freedom in organizations......Page 170
Therapy and other individual change programmes......Page 171
Self-management and human respect and dignity......Page 172
Summary......Page 173
Work cited......Page 174
13 Persuasive variations in different settings......Page 175
Beginning cases......Page 176
Persuasion in the courtroom......Page 178
Persuasion in the medical community......Page 180
Persuasion in the home......Page 182
In the political arena......Page 183
Exercise......Page 184
Work cited......Page 185
14 Achieving trust and cooperation......Page 187
Beginning cases......Page 188
Leadership issues in cooperation......Page 189
Reactions to authority......Page 190
Origins of trust......Page 191
Types of trust......Page 192
Explaining and fostering cooperation among group members......Page 194
End cases......Page 197
Exercise......Page 198
Work cited......Page 199
15 The noble persuasive leader......Page 201
Beginning cases......Page 202
Roots of noble behaviour......Page 204
Religion and nobility......Page 205
Nobility as a social class......Page 206
Noble behaviour in the form of altruism and helping......Page 207
Immoral leaders......Page 208
What are immoral practices in terms of morality within organizations?......Page 209
Summary......Page 210
End cases......Page 211
Work cited......Page 212
16 Leadership emergence......Page 213
Beginning cases......Page 214
Situational factors in persuasive leader emergence and effectiveness......Page 216
Some indicators of leader emergence and success......Page 217
Persuasiveness in leader effectiveness......Page 220
Mindsets of effective leaders......Page 221
What do prospective followers want in a leader?......Page 222
Summary......Page 223
Work cited......Page 224
17 Handling problems and failure......Page 225
Beginning cases......Page 226
What are problems and failures?......Page 228
Failures due to a changing world......Page 229
Persuasion failures due to competing social cultures......Page 230
Politics and persuasion failures......Page 231
Role of arrogance and hubris in failures......Page 232
Summary......Page 233
Exercise......Page 234
Work cited......Page 235
18 Why become a persuasive leader?......Page 237
Beginning cases......Page 238
Persuasiveness as a means to significant ends......Page 240
The human search for happiness......Page 241
What is true (rather than perceived) happiness?......Page 242
Good and evil ends......Page 243
Redeeming oneself......Page 244
The ideal persuasive leader in fiction......Page 245
Search for a meaningful life......Page 247
Avoidance of regrets/remorse......Page 248
Persuasion and performance and a changed self-identity......Page 249
Role of positive values......Page 250
Summary......Page 251
End cases......Page 252
Exercise......Page 253
Works cited......Page 254
A Brief look at some of the relevant arts and humanities......Page 255
B Happiness......Page 261
C Behaviours of the best and worst bosses......Page 265
D Selected social science theories relevant to persuasive leadership......Page 269
Bibliography......Page 275
Index......Page 281