Cover -- Title Page -- Copyright -- Contents -- Preface -- About the Author -- Introduction: What Leaders and Managers Need to Know About Human Nature -- A Model of Human Nature -- How the Brain Works and Constraints on Productivity -- Lesson Learned -- The Role of Emotion -- Lessons Learned -- Cognitive Flaws -- The Six Building Blocks of Management Style -- Psychological Type: Innate Temperament and Preferences -- Needs: The Drivers of Behavior -- The Bases of Power: The Uses and Abuses of Influence -- Conflict Styles: Getting to Resolution -- Values: Clarifying Ideals and Beliefs -- Stress: Responding to Pressure -- Putting It All Together -- Chapter 1 Assumptions, Perceptions, and Feelings: How They Influence Performance -- The Basis of Our Assumptions, Perceptions, and Feelings -- How We Know What We Know -- Assumptions: What We Take for Granted -- Perception: How We Interpret Experience -- Seeing Situations in New Ways: Functional Perception -- Checking Our Awareness of Perceptions -- Feelings: How We React to our Perceptions -- Assumptions, Perceptions, and Feelings at Work: A Case Study -- Changing Your Mind Changes Everything -- The Key: How We Talk to Ourselves -- The Basics of Changing Your Thinking -- Using Coping Mechanisms -- Countering Negative Thoughts and Beliefs -- Alternative Interpretations -- Coping Statements -- Protective Belief Counters -- Shifting your Perceptions as a Manager -- Cognitive Restructuring and the Elements of Management Style -- Modifying Psychological Type -- Strengthening and Changing Motives and Needs -- Developing Positive Power and Influence Skills -- Practicing Effective Conflict Resolution -- Managing the Irrational Beliefs Behind Stress -- Coping with Organizational Culture -- Conclusion -- Pre-Chapter 2 What Is My Psychological Type?.

Chapter 2 Psychological Type: A Cognitive Approach -- The Background -- The Model -- Attitude Toward Psychic Energy -- The Functions-Perception and Judgment -- Sensing and Intuition -- Thinking and Feeling -- The Fourth Preference-Orientation to the Outside Wo -- The Dominant Function -- Using the Sixteen MBTI Types in Management -- Extroverted Thinking Types: ESTJ and ENTJ -- Extroverted Feeling Types: ESFJ and ENFJ -- Extroverted Intuitive Types: ENTP and ENFP -- Extroverted Sensing Types: ESTP and ESFP -- Introverted Thinking Types: ISTP and INTP -- Introverted Feeling Types: ISFP and INFP -- Introverted Intuitive Types: INTJ and INFJ -- Introverted Sensing Types: ISTJ and ISFJ -- The Problem-Solving Hierarchy-Why We Need Help -- Strengthening and Developing Psychological Type -- A Case of Balancing Psychological Type -- Psychological Type and Key Management Activities -- Psychological Type and Values -- Pre-Chapter 3 What Are My Needs? -- Chapter 3 Needs: Our Pathways to Competence -- The Need for Needs -- The Big Three: Overall Management Needs -- Dominance: The Need to Direct -- Achievement: The Need for Success -- Affiliation: The Need to Be Together -- More than the Sum: Combinations of Overall Management Needs -- Dominance-Achievement-Affiliation -- Dominance-Achievement -- Dominance-Affiliation -- Achievement-Affiliation -- Managing Up and Down: Boss-Subordinate Needs -- Autonomy: Just Let Me Do My Job -- Deference: Let Me Find Out What You Think -- Nurturance: Let Me Support You -- Succorance: Please Support Me -- Abasement: I'm Responsible for Everything -- Combinations: Boss-Subordinate Needs in Interaction -- When Needs Collide: Fusion and Crossed Signals -- Fusion and Confusion -- Crossover Problems -- Needs and the Psychological Types -- Overall Management Needs -- Boss-Subordinate Needs -- A Case of Restructuring Needs -- Diagnosis.

The Restructuring Exercise -- Conclusion -- Pre-Chapter 4 What Are My Power Bases? -- Chapter 4 The Bases of Power: The Uses and Abuses of Influence -- The Manager's Power Bases -- Reward Power: Giving Something of Value -- Developing Reward Power -- Coercive Power: Dangerous Force -- Authority Power: Do as I Say -- Referent Power: Identifying with Those We Value -- Developing Referent Power -- Expert Power: I'm the Authority -- Developing Positive Expert Power -- Information Power: Access to the Inside Story -- Developing Information Power in Organizations -- Affiliative Power: It's Who You Know -- Group Power: The Whole Is Greater -- Creating Conditions for Positive Group Power -- Effective Use of Power -- Uses of Power Bases at Levels of Management for Effective Leadership -- Power Bases-Two Faces of Power -- The Hermes Case-Misperceptions and Power -- What Went Wrong in the Hermes Case? -- The New Scenario for Bob and Joe -- Conclusion -- Pre-Chapter 5 What Is My Conflict Style? -- Chapter 5 Conflict: Getting to Resolution -- Sources of Conflict in Organizations -- Goal Conflicts: What Are We Doing? -- Role Conflicts: Who Is Doing What? -- Interpersonal Style Conflicts: Whose Quirks Are at Work Here? -- Procedural Conflicts: How Are We Doing It? -- Structural Conflicts: What Keeps Us Apart? -- Styles of Managing Conflict -- The Win-Lose Style -- The Lose-Yield Style -- The Lose-Leave Style -- The Compromise Style -- The Win-Win Style -- The Contextual Style -- The Paradoxical Style -- What it Takes to Handle the Tasks of Conflict Resolution -- First: Separate the People from the Problem -- Second: Focus on Interests and Concerns, Not Positions -- Third: Search for Options for Mutual Gain -- Fourth: Use Objective Criteria -- Crisis at Ultra University: A Case in Point -- The Job Market -- Directions -- Four-Quadrant Elements.

Quadrant 4 Decision Matrix -- Chapter 6 Values: Our Compass in Life -- Where do Values Come From? -- Managers' Primary Values: Are They Enough? -- Examining Our Assumptions About Life -- Clarifying What's Most Important -- Organizational Values: The Ideal and the Real -- Clarifying Values in the Organization -- Comparisons of Values Among Managerial Samples -- Another View of Values: A Global Existential Approach -- Kluckhohn and Strodtbeck's Value Variants -- A Case Study: Beth -- Pre-Chapter 7 What Is My Stress Quotient? -- Summary of the Stress Assessments -- Chapter 7 Stress: Responding to Pressure -- Challenges and Threats: Rethinking Stress -- Stress at Work -- Relaxation Techniques -- Deep Relaxation -- Marcus Aurelius-Meditations -- A Current Twist to Stress Reduction-Putting the Heat On -- Organizational Pains in the Neck: Stress Carriers -- Difficult People: The Fourteen Types -- Coping with Stress Carriers -- The Psychological Types and Stress -- Judging Types -- Perceptive Types -- Coping Patterns for Stress Reduction: A Case Study -- The Scenario -- The Menu for Change -- Conclusion -- Chapter 8 Management Scenarios -- PHIL, CARLO, and LOIS -- Luxor Case-Needs and Power -- The Task -- The Candidates -- The Candidates' Data Sets -- Overall Rating for Candidates -- PHIL, CARLO, and LOIS Revisited -- Suggested Responses -- Another Look -- Zen and the Art of Management -- Luxor Case Conclusion -- Chapter 9 Integration of the Building Blocks -- Case History Example -- My Management Style -- Case History Narrative -- Your Own Case History -- My Management Style -- Bibliography -- Index.