front cover -- copyright -- table of contents -- front matter -- Introduction to the Book -- Acknowledgements -- Rocks -- body -- 1 Leadership and Team Building -- 1.1 Why leadership in project management is crucial? -- 1.2 Challenges in leadership -- 1.3 Emerging issues in leadership -- 1.4 Separating leadership from management -- 1.4.1 Action centred leadership -- 1.5 Competencies and skills of leadership -- 1.5.1 Leadership skills -- 1.6 Followership and leadership -- 1.7 Building teams -- 1.7.1 The initial managing stage -- 1.7.2 The mentoring stage -- 1.7.3 The normalization stage -- 1.8 Chapter summary - 10 key points -- 1.9 Next chapter -- Chapter 1 references -- Chapter 1 Further reading -- 2 Leadership and Team Development -- 2.1 Building high-performance teams -- 2.1.1 High-performance teams and motivation -- 2.2 Empowering teams -- 2.3 A model for empowerment -- 2.4 Self-directed work teams -- 2.5 Setting team objectives -- 2.6 Ownership of the objective -- 2.7 Mentoring, coaching, and team training -- 2.7.1 Mentoring -- 2.7.2 Coaching -- 2.7.3 Training -- 2.8 Measuring and rewarding team performance -- 2.8.1 Performance setting within projects -- 2.8.2 Rewarding performance -- 2.8.3 Maintaining momentum (a question of balance) -- 2.9 Chapter summary - 10 key points -- 2.10 Next chapter -- Chapter 2 references -- Chapter 2 Further reading -- 3 Leadership and Decision Making -- 3.1 The decision-making process -- 3.2 Decision-making tools and techniques -- 3.2.1 Tools and techniques -- 3.3 Decision-making strategies -- 3.4 Decision making under certainty risk and uncertainty -- 3.5 Decision audits and reviews -- 3.6 Chapter summary - 10 key points -- 3.7 Next chapter -- Chapter 3 references and further reading -- 4 Leadership Influence, Power, and Conflict Management -- 4.1 Influencing the leadership challenge.

4.2 Methods of influence and persuasion -- 4.3 Influencing strategies, tactics, and styles -- 4.4 The cultural power game in leadership -- 4.5 Sources of power -- 4.6 Managing with power -- 4.6.1 Power sharing -- 4.6.2 Maintaining power -- 4.7 Managing conflict -- 4.7.1 Causes of conflict -- 4.8 Conflict resolution strategies -- 4.9 Chapter summary - 10 key points -- 4.10 Next chapter -- Chapter 4 references -- Chapter 4 Further reading -- 5 Communication - The Leadership Interface -- 5.1 The communication process -- 5.1.1 Open communication -- 5.1.2 Team communication -- 5.1.3 Network communication -- 5.2 Creating a communications strategy -- 5.2.1 Communicating with project stakeholders -- 5.2.2 Communication participation and collaboration -- 5.3 Communication skills -- 5.4 Communication planning -- 5.4.1 The planning process -- 5.5 Barriers to communication -- 5.6 Communication feedback and audits -- 5.6.1 Communication audits -- 5.7 Chapter summary - 10 key points -- 5.8 Next chapter -- Chapter 5 references -- Chapter 5 Further reading -- 6 Ethics and Governance: A Leadership Perspective -- 6.1 Ethics and leadership -- 6.2 Ethics and moral rules of behaviour -- 6.2.1 Ideology and ethics -- 6.3 Ethics and the communication interface -- 6.3.1 Duties, responsibilities, and obligations -- 6.4 Governance -- 6.4.1 Project governance -- 6.4.2 Managing stakeholder adjustments -- 6.5 Governance framework -- 6.5.1 Managing governance objectives -- 6.6 Governance problems and issues -- 6.6.1 Governance audits and reporting -- 6.7 Chapter summary - 10 key points -- 6.8 Next chapter -- Chapter 6 references -- Chapter 6 Further reading -- 7 Essays In Leadership -- 7.1 Essay No. 1: Personal leadership -- 7.1.1 Introduction -- 7.1.2 What do I think? -- 7.1.3 So what are the models or mind sets that you find most useful as a leader?.

7.1.4 Do those who work for you show the leadership you want? -- 7.1.5 So, how important are the various elements of EI in your thinking about leadership? -- 7.1.6 Is the vision you have for your organization or your part of it shared by enough people? Does it help to motivate you and your people? -- 7.1.7 Think about your own experience, perhaps some critical and contested decisions that were made - who won and who lost, or did you find a way not to make it seem win/lose? -- 7.1.8 What leadership achievement are you most proud of? -- 7.1.9 Summary -- 7.1 Appendix 1: Nolan standards -- 7.1 References -- 7.2 Essay No. 2: Leading virtual teams -- 7.2.1 Introduction -- 7.2.2 Work from home -- 7.2.3 Research data -- 7.2.4 Characteristics of virtual teams -- 7.2.5 Leading virtual teams -- 7.2.6 Dealing with communication problems -- 7.2.7 Tips on alleviating communication problems -- 7.2.8 Trust -- 7.2 Further reading -- 7.3 Essay No. 3: Evolutionary leadership -- 7.3.1 Introduction -- 7.3.2 System dynamics theory -- 7.3.3 Evolutionary theory in organizations -- 7.3.4 Growth and balance -- 7.3.5 Leadership in organizational evolution -- 7.3.6 Strategic management -- 7.3.7 Management control -- 7.3.8 Next steps -- 7.4 Essay No. 4: Team building without time wasting -- 7.4.1 Introduction -- 7.4.2 Steps in the process -- 7.4.3 Why this process works -- 7.5 Essay No. 5: Distinguishing teams from work groups is critical -- 7.5.1 Introduction -- 7.5.2 Team, work group, or neither? -- 7.5.3 Importance of how to determine kind of group -- 7.6 Biographies -- 7.6.1 Essay No. 1: Paul Tarplett -- 7.6.2 Essay No. 2: Dr David Gould -- 7.6.3 Essay No. 3: Dr Stafan C Gueldenberg and Dr Werner Hoffmann -- 7.6.4 Essay No. 4: Dr Marshall Goldsmith and Howard Morgan -- 7.6.5 Essay No. 5: Marie J. Kane -- back matter -- Appendix A: Examples of Professional Codes of Ethics.

Project Management Institute (PMI) -- Project management professional code of professional conduct -- I Responsibilities to the profession -- II Candidate/certificants responsibilities to customers and the public -- British computer society code of professional conduct (version 2.0) -- The public interest -- Duty to relevant authority -- Duty to the profession -- Professional competence and integrity -- Glossary of Terms -- index.