Cover -- Title -- Copyright -- Contents -- List of figures -- Forword -- Preface -- Acknowledgements -- Introduction: The uncommon sense of leadership -- The only explanation is leadership -- Time for a fresh look at leadership? -- The 5-S leadership framework -- Inside Uncommon Leadership -- Balancing optimism and realism -- Bibliography -- 01 Leading with vision: Seeing the sense before it becomes common -- Seeing the sense before it becomes common -- Sense-making -- Vision: a different view of the future -- Finding the sense before it becomes common -- Bibliography -- 02 Leading with action: Shaping the organization by turning sense into common sense -- Umbrellas and the secret to success -- From sense-making to sense-giving -- Shaping context -- Culture eats strategy for breakfast -- Shaping strategy -- Getting into shape -- Bibliography -- 03 Leading with purpose: Showing the way by doing the common things uncommonly well -- Service, sandwiches and simple messages -- The quickest route to bankruptcy? -- Memorable businesses and memorable performances -- Walking the talk -- Mirror leadership -- The stonecutter revisited -- Crafting a calling -- Uncommon sense in practice -- Bibliography -- 04 Leading with service: Serving colleagues and customers through common touch leadership -- The poor aren't creditworthy -- Upside-down leadership -- Upside-down thinking: what's the meaning of business? -- A simple thank-you -- Talking with crowds, walking with kings -- Bibliography -- 05 Leading with people: Sharing leadership by making it more common -- The case for shared leadership -- Sharing vision -- Sharing enthusiasm -- Sharing strengths - incompetence, mediocrity and excellence -- Sharing influence -- Building human towers - a motto for shared leadership -- Bibliography.

06 Conclusion: Building competitive advantage through uncommon leadership roles -- Building uncommon competitive advantage -- The 5-S leadership framework and uncommon leadership roles -- Seeing - leading with vision requires pathfinders -- Shaping - leading with action requires game-changers -- Showing - leading with purpose requires rain-makers -- Serving - leading with service requires bridge-builders -- Sharing - leading with others requires play-makers -- An uncommon advantage - saliency, sagacity andserendipity -- Bibliography -- Index.