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by Robert Kaplan
Forceful Leadership and Enabling Leadership: You Can Do Both
Cover
Title Page
Copyright
Table of Contents
Acknowledgments
Preface
Introduction
The Tension between Forceful and Enabling
Forceful Leadership and Enabling Leadership as Opposing Virtues
Versatility
Enabling Leadership as “Virtuous”
Development Needs as Lack of Versatility
When Virtues Become Vices
Getting involved personally versus granting autonomy
Declaring oneself versus hearing from other people
Making tough calls versus being sensitive to people’s needs
Making critical judgments versus showing appreciation
Having a can-do attitude versus accepting limits
Conveying confidence versus showing modesty, humility
Lopsidedness or Restricted Movement
Case of Overly Forceful, Not Enabling Enough
Case of Overly Enabling, Not Forceful Enough
What It Takes to Increase Versatility
Learning to Emphasize the Underdeveloped Side
Learning to De-emphasize the Overdeveloped Side
The Primary Development Task for Forceful Managers
The Primary Development Task for Enabling Managers
Phases in Actually Changing
Conclusion
Appendix
Bibliography
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Forceful Leadership and Enabling Leadership: You Can Do Both
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