Leading in a Culture of Change Personal Action Guide and Workbook -- Copyright -- CONTENTS -- ABOUT THE AUTHORS -- ACKNOWLEDGMENTS -- PREFACE -- INTRODUCTION -- Chapter ONE The Five Components of Change Leadership -- LOOKING FOR THE RIGHT KIND OF LEADERSHIP -- A FRAMEWORK FOR LEADERSHIP -- The Five Components of Leadership -- Energy, Enthusiasm, and Hope -- Member Commitment -- Results -- DEVELOPING LEADERSHIP -- Chapter TWO Moral Purpose -- LEADERSHIP AND MORAL PURPOSE -- CASE EXAMPLES -- National Literacy and Numeracy Strategy -- Monsanto -- ORGANIZATIONS AND MORAL PURPOSE -- Lessons from the Monsanto Case Example -- Your Personal Assessment -- Things to Discuss with Others -- Things to Try Out -- ANSWERS: Lesson from the Example of the National Literacy and Numeracy Strategy -- Chapter THREE Understanding Change -- SEVERAL VIEWS OF CHANGE -- LEADERSHIP STYLE AND CHANGE -- UNDERSTANDING THE CHANGE PROCESS -- The Goal Is Not to Innovate the Most -- It Is Not Enough to Have the Best Ideas -- Appreciate the Implementation Dip -- Redefine Resistance -- Reculturing Is the Name of the Game -- Never a Checklist, Always Complexity -- THE COMPLEXITIES OF LEADERSHIP -- Lessons in Leadership Styles -- Lessons About the Change Process -- Your Personal Assessment -- Things to Discuss with Others -- Things to Try Out -- ANSWERS: Lessons in Leadership Styles -- ANSWERS: Lessons from "The Goal Is Not to Innovate the Most" -- ANSWERS: Lessons from "It Is Not Enough to Have the Best Ideas" -- ANSWERS: Lessons from "Appreciate the Implementation Dip" -- ANSWERS: Lesson from "Redefine Resistance" -- ANSWERS: Lesson from "Reculturing Is the Name of the Game" -- Chapter FOUR Building Relationships -- RELATIONSHIPS IN BUSINESSES -- Lessons About Leaders and Relationships -- RELATIONSHIPS IN SCHOOLS -- Lessons from School Examples -- LESSONS FOR BUSINESSES AND SCHOOLS.

EMOTIONAL INTELLIGENCE -- RESISTANCE -- Appreciating Resistance -- Working with Resistance -- Building Relational Trust -- Lessons About Building Trust -- Your Personal Assessment -- Things to Discuss with Others -- Things To Try Out -- Other Things to Try Out -- ANSWERS: Lessons About Leaders and Relationships -- ANSWERS: Lesson from School Examples -- Chapter FIVE Creating and Sharing Knowledge -- KNOWLEDGE IS A SOCIAL PHENOMENON -- Accessing Tacit Knowledge -- Creating a Culture of Sharing -- EXAMPLES FROM BUSINESS -- Knowledge Sharing Creates a Collaborative Culture -- The Elements of Knowledge Exchange -- EXAMPLES FROM EDUCATION -- Assessment for Learning -- Early Years Literacy Project -- Lessons About Creating and Sharing Knowledge -- Your Personal Assessment -- Things to Discuss with Others -- Things to Try Out -- More Things to Try Out -- Chapter SIX Making Coherence -- LEADING A LIVING SYSTEM -- CREATING DISTURBANCE -- Lesson About Leading a Living System -- MAKING COHERENCE -- Lessons About Creating Disturbance -- Lessons About Making Coherence -- Lesson About Assessment Literacy -- Your Personal Assessment -- Things to Discuss with Others -- Things to Try Out -- Chapter SEVEN Learning the Leadership -- SLOW KNOWING -- Lesson About Slow Knowing -- LEARNING IN CONTEXT -- EXAMPLES FROM EDUCATION -- Lesson About Learning in Context -- LEADERSHIP FOR MANY -- A TIME TO DISTURB -- Lesson About Learning in Context -- Your Personal Assessment -- Things to Discuss with Others -- Things to Try Out -- Other Things to Try Out -- ANSWER: Lesson About Learning in Context -- Optional Exercise -- APPENDIX: Writings by Well-Known Authors Support the Concepts Presented in Leading in a Culture of Change -- LEADER CHARACTER AND ORGANIZATIONAL VALUES -- Communicating Organizational Mission and Values and Helping Others to See How Their Work Makes a Difference.

Creating a Climate of Openness, Optimism, and Trust -- Encouraging Meaningful Personal Development -- Building a Sense of Community Within the Organization -- Making a Contribution to the Larger Community -- QUESTIONING, EXPERIMENTING, AND LEARNING FROM MISTAKES -- Seeking Diversity of Experience and Opinion -- Focusing on the Customer -- ANTICIPATING CHANGE, STAYING AGILE AND FLEXIBLE, AND FORMULATING PLANS BASED ON THE MISSION -- ORGANIZATIONAL SYSTEMS AND CHANGE -- REFERENCES -- INDEX -- ADVERT.