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Two. The Tasks of the Leader
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Two. The Tasks of the Leader
by Bass, Bernard M., Riggio, Ronald E., Claremont McKenna College, Conger, Jay A.
The Practice of Leadership: Developing the Next Generation of Leaders
Copyright
The Kravis Leadership
The Kravis-de Roulet Leadership Conference
The Kravis Leadership Institute
Foreword
About the Authors
Introduction
How the Book is Organized
One. Leadership Development and Selection
One. Best Practices in Leader Selection
Objectives of Leader Selection
Purposes of Selection
Criteria for Selection Systems
Individual Performance
Informing Individual Development
Legal Defensibility
Candidate Acceptance
Efficiency
Personnel Selection Paradigms
Criteria of Effective Leadership
Domains of Leader Performance
Competencies
Differences by Management Level
Cultural Differences
Business Challenges
Individual Selection Techniques
Inferences about Behavior
Cognitive Tests
Situational Judgment Tests
Personality Inventories
Integrity Tests
Leadership Potential Inventories
Motivational Fit
Projective Techniques
Descriptions of Behavior
Biodata
Career Achievement Records
Reference Checks
Interviews
Demonstrations of Behavior
Administrative Simulations
In-Basket
Planning
Fact-Finding Exercise
Analysis
Interactive Simulations
Interaction Role Plays
Media Interview
Presentation or Visionary Address
Group Discussion
Business Game
Value of Simulations
Questionable Methods
Multirater Surveys
Graphology
Selection Systems
Is Combining Selection Techniques Worthwhile?
Reducing Adverse Impact
Incremental Validity
Techniques for Combining Selection Methods
Mechanical or Judgmental Combination
Multiple Hurdles
Individual Assessment
Assessment Centers
Making Leader Selection Successful
Best Practices and Common Practices
Realizing Selection System Objectives
Executive Summary
Two. Best Practices in Leadership Assessment
Uses for Leadership Assessment
What is Measured
Leadership Potential and Emergence
Leadership Character and Values
Leadership Motivation
Contextual Challenges for Leadership Assessment
Assessment Methods
Assessment for Executive Selection, Placement, and Investment Decisions
Interviews
Assessment Centers
Cognitive Ability Tests
Personality Inventories
Assessing Leader Performance with Financial Measures
Individual or Team Performance?
Short-Term or Long-Term Performance?
Assessing Leader Performance with a Balanced Scorecard
Assessment for Executive Development
Developmental Assessment Centers
Measures of Leadership Style
Multisource (360-Degree) Feedback
Assessing Developmental Job Components
Summary
Assessment of Assessment
Economic Value
A Case Example
Executive Summary
Three. Shifting the Emphasis of Leadership Development: From “Me” to “All of Us”
What are Leadership Identities?
Why Develop Collective Leadership Identities—and Why is it so Difficult?
Practical Issues of Collective Leadership Identity Development
Leadership Development Frame
Action Learning Methodology
Best Practice Case Organizations
Best Practices for Building Collective Leadership Identities
Creating Alignment With Organizational Identity
Building Collective Self-Concepts
Developing Systemic Social Networks
Executive Summary
Four. Getting Leader Development Right: Competence Not Competencies
Why Leader Development isn’t Working
What Companies Could be Doing
Identify Challenges, Not Competencies
Identify Experiences, Not Programs
Identify People Who Can Make the Most of the Experiences Offered
Create Mechanisms for Getting People into the Experiences They Need
Help People Learn from the Experiences They Have
The Essential Role of the Developmental Leader
The Role of Executive Coaching
Executive Summary
Key Takeaway 1
Key Takeaway 2
Key Takeaway 3
Key Takeaway 4
Key Takeaway 5
Key Takeaway 6
Two. The Tasks of the Leader
Five. Best Practices in the Use of Proactive Influence Tactics by Leaders
Influence Outcomes
Description of the Proactive Tactics
Rational Persuasion
Inspirational Appeals
Consultation
Exchange
Collaboration
Apprising
Ingratiation
Personal Appeals
Legitimating Tactics
Pressure
Coalition Tactics
Effectiveness of Individual Tactics
Guidelines for Using the Core Tactics
Rational Persuasion
Inspirational Appeals
Consultation
Collaboration
Other Determinants of Influence Success
Combining Tactics
Sequencing of Influence Tactics
Trust and Credibility
Resisting Unwanted Influence Attempts
Executive Summary
Six. Creating the Conditions for Success: Best Practices in Leading for Innovation
A Model for Leading Innovation
Background
The Model
Defining Problems
Environmental Analysis
Leadership Team
Strategy Formation
Mission Definition
Structuring Creative Problem Solving
Idea Generation
Idea Evaluation
Climate Definition
Team Construction
Managing Idea Development
Planning
Process Management
Support and Resources
Discussion
Executive Summary
Seven. Best Practices in Ethical Leadership
The Twofold Task of Ethical Leadership
Ethical Demands of the Leadership Role
Shaping the Ethical Context
Preventing Destructive Behaviors
Creating a Positive Ethical Climate
Formal Ethics Policies and Procedures
Core Ideology
Integrity
Structural Reinforcement
Process Focus
Tools for the Task
Character Building
Role Models
Stories
Habits
Passages
Components of Moral Action
Moral Sensitivity (Recognition)
Lens 1: Purpose
Lens 2: Principle
Lens 3: People
Lens 4: Power
Moral Judgment
Moral Motivation
Moral Character (Implementation)
Measuring Progress: Outcomes of Ethical Leadership
Individual Outcomes
Greater Personal Integrity
Mental, Physical, and Career Health
Expanded Ethical Capacity
Organizational Outcomes
Greater Collaboration
Improved Social Standing and Expanded Market Share
Collective Moral Development
Executive Summary
Meet the Ethical Challenges of Leadership
Shape the Ethical Context
Acquire the Tools of Ethical Leadership
Monitor Ethical Progress
Eight. Best Practices in Team Leadership: What Team Leaders Do to Facilitate Team Effectiveness
The Nature of Team Leadership, Teamwork, and Team Performance
The Conditions for Team Effectiveness
Team Leadership and the Conditions for Team Effectiveness
A Real Team
Team Task
Best Practice #1
Best Practice #2
Bounded Team
Best Practice #3
Delimited Authority
Best Practice #4
Membership Stability
Best Practice #5
Compelling Direction
Energizes
Best Practice #6
Best Practice #7
Orients
Best Practice #8
Engages
Best Practice #9
Enabling Structure
Designing Work
Best Practice #10
Norms of Conduct
Best Practice #11
Team Composition
Best Practice #12
Supportive Organizational Context
Reward System
Best Practice #13
Best Practice #14
Information System
Best Practice #15
Best Practice #16
Educational System
Best Practice #17
Expert Coaching
Beginnings
Best Practice #18
Midpoints
Best Practice #19
Endings
Best Practice #20
Executive Summary
Three. Leading the Organization
Nine. Best Practices in Leading Organizational Change: Workplace Recovery Following Major Organizational Transitions
Workplace Recovery
Incremental versus Transitional Change
The Saturation Effect
The Healthy Side of Transition
Five Realities of Organizational Transitions
Reality #1
Mergers and Acquisitions: Wired for Mismanagement
Downsizing: The Detested Task
Reality #2
Reality #3
The Unintended Human Consequences
The Unintended Business Consequences
Reality #4
Reality #5
Two Requirements and Two Levels of Workplace Recovery
The Elements of Workplace Recovery
Empathy
Engagement
Energy
Enforcement
Timing Workplace Recovery
Executive Summary
Ten. Best Practices in Leading at Strategic Levels: A Social Responsibility Perspective
Why Focus on Social Responsibility?
A Model of Social Responsibility and Leadership
Principle #1
Best Practices Relevant to Principle #1
Principle #2
Best Practices Relevant to Principle #2
Principle #3
Best Practices Relevant to Principle #3
Concluding Thoughts and Further Implications
Executive Summary
Eleven. Best Practices in Corporate Boardroom Leadership
The Board of Directors’ Historic Leader: The Chief Executive Officer
The Nonexecutive Chairman: Are Two Leaders More Effective Than One?
The Lead Director: One Step Toward an Independent Board
Board Committee Leadership: Where the Real Leadership can Occur
Supportive Governance Practices
Executive Summary
Four. Leading in Today’s World
Twelve. Best Practices in Leading under Crisis: Bottom-Up Leadership, or How to Be a Crisis Champion
A Major Crisis at Rural Books
The Lack of Appropriate Training in Crisis Leadership
Shattered Assumptions: A Fundamental Challenge of Crises
Oklahoma City Bombing: An Example of Shattered Assumptions
The Three Major Assumptions of Oklahoma City Undermined by the Bombing
The More Generic Assumptions
The Most General Set of Assumptions
Seven Lessons for Effective Crisis Leadership
Lesson 1: Deny Denial; Grieve before a Crisis Occurs
Lesson 2: Be a Responsible “Troublemaker”
Lesson 3: Embrace Fuzziness
Lesson 4: Be Patiently Impatient
Lesson 5: Think Like a Sociopath; Act Like a Saint
Lesson 6: Down with the Old; Design and Implement New Organizations
Lesson 7: Spirituality Is the Ultimate Competitive Advantage
Executive Summary
Thirteen. Best Practices in Leading Diverse Organizations
The Value of Diversity
Understanding the Nature and Mechanisms of Diversity in Organizations
Gender and Racial Diversity
Cultural Influences on Leadership Behaviors and Expectations
Culturally Intelligent Leadership
Responding to Diversity: Best Practices in Leading Diverse Followers
Implementation Challenges for Leading Diversity
Best Practice Examples
Diversity at Marriott
Mentoring Diverse Staff
Benefits of Mentoring in a Diversity Context
Executive Summary
Fourteen. Best Practices in Cross-Cultural Leadership
Does Cross-Cultural Leadership Matter?
How Do We Best Understand Cross-Cultural Leadership?
The Role Perspective
The Context-Driven Perspective
The Interactive Perspective
The Behavioral Perspective
What does it Takes to Lead Cross-Culturally? A Jungle of Competencies
How do We Develop Cross-Cultural Leaders?
What does the Cross-Cultural Leader Need to Know?
Executive Summary
Fifteen. Getting It Right: The Practice of Leadership
Notes
Chapter One: Best Practices in Leader Selection
Chapter Two: Best Practices in Leadership Assessment
Chapter Three: Shifting the Emphasis of Leadership Development
Chapter Four: Getting Leader Development Right
Chapter Five: Best Practices in the Use of Proactive Influence Tactics by Leaders
Chapter Six: Creating the Conditions for Success
Chapter Seven: Best Practices in Ethical Leadership
Chapter Eight: Best Practices in Team Leadership
Chapter Nine: Best Practices in Leading Organizational Change
Chapter Ten: Best Practices in Leading at Strategic Levels
Chapter Eleven: Best Practices in Corporate Boardroom Leadership
Chapter Thirteen: Best Practices in Leading Diverse Organizations
Chapter Fourteen: Best Practices in Cross-Cultural Leadership
Chapter Fifteen: Getting It Right
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Four. Getting Leader Development Right: Competence Not Competencies
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Five. Best Practices in the Use of Proactive Influence Tactics by Leaders
Part Two. The Tasks of the Leader
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