Contents -- Introduction -- Part One Not Bosses but Leaders -- Chapter One Qualities of leadership -- Situational leadership -- Functional leadership -- Motivation -- Keypoints -- Chapter Two The circles interact -- Leadership functions -- Sharing decisions -- Styles of leadership -- Keypoints -- Chapter Three Leaders or managers? -- Leadership and change -- Hallmarks of leadership -- Managing and management -- The manager as leader -- The roots of management -- Both leaders and managers -- Keypoints -- Chapter Four High-performance teams -- Wearing three hats -- Levels of leadership -- Keypoints -- Chapter Five The purpose of industry -- Strategic leadership -- Involving others in strategy -- Keypoints -- Chapter Six Moving from plans to action -- Agreeing objectives -- Relating the parts to the whole -- Respecting the line -- Line and staff -- Two-way communication -- The roots of morale -- Keypoints -- Chapter Seven Sharing and caring -- The case of the injured worker -- The role of trade union leadership -- Coping with redundancy -- Growing organizations -- True authority -- Keypoints -- Chapter Eight Leadership and power -- Humility -- Gaining respect -- Giving respect -- Leadership and hierarchy -- Keypoints -- Chapter Nine Leadership from within -- The leader as conductor -- Keypoints -- Conclusion -- Notes and references -- Part Two The Inspirational Leader -- Chapter Ten The three basic approaches -- Leadership characteristics -- On enthusiasm -- Keypoints -- Chapter Eleven The authority of knowing -- Key leadership functions -- Designated leaders -- Sharing decisions -- Keypoints -- Chapter Twelve Levels of leadership -- Practical wisdom -- Leaders and managers -- The challenge of change -- People need leaders -- Keypoints -- Chapter Thirteen Giving and receiving -- The importance of being fair -- The implicit contract.

Triangular relations -- What transforms people -- Keypoints -- Chapter Fourteen Beyond the call of duty -- On human nature -- Spirit within -- The uses of spirit -- Keypoints -- Chapter Fifteen The common task -- Service to others -- Three great values -- A sense of purpose -- On vision -- The need for challenge -- Moral authority -- Keypoints -- Chapter Sixteen Pulling the threads together -- The parable of flight -- Inner greatness -- The effects of trust -- Keypoints -- Chapter Seventeen The why question -- The key of morale -- What motivates individuals -- The inspired moment -- Keypoints -- Chapter Eighteen The test of leadership -- Dealers in hope -- A faith for leaders -- Keypoints -- Towards excellence -- Notes and references -- Part Three How to Grow Leaders -- Exploring Leadership - A Personal Odyssey -- Chapter Nineteen The qualities approach -- Can leadership qualities be developed? -- Chapter Twenty The group or functional approach -- What is the group or functional approach? -- Applying the group or functional approach to training -- Chapter Twenty-one Leaders or managers? -- Discovering the generic role of leader -- Revisiting the Qualities Approach -- The manager as leader -- Chapter Twenty-two The Situational Approach -- What is the Situational Approach? -- The origins of the Situational Approach -- The Socratic tradition: can leadership be learnt? -- Chapter Twenty-three Levels of leadership -- The application of the Three Circles to organizations -- The role of the strategic leader -- Is it possible to transfer as a strategic leader from one organization to another? -- On practical wisdom -- How to grow leaders - The seven principles -- The most common error -- Key outcomes -- The second most common error -- Training team leaders -- You do not teach the paths of the forest to an old gorilla -- Do 'sheep dips' work?.

How to manage leadership training -- Keypoints -- How do people become leaders? -- The principle of election -- Applying the Group or Functional Approach to first-line leadership selection -- Selection - the wider framework -- Keypoints -- What is a mentor? -- The apprenticeship method -- At least you can say 'goodbye' -- Keypoints -- The military analogy -- What can organizations do? -- What constitutes a challenge? -- Fortune favours the prepared mind -- Keypoints -- Thinking outside the box -- Schools for leadership -- Growing university leaders -- New opportunities for 'education for leadership'? -- Keypoints -- Reviewing the strategy -- Getting the structures right -- What surrounds and infuses a successful strategy is culture -- Keypoints -- Learning to be a top strategic leader -- What does a strategic leader have to do? -- Make your presence felt in training for leadership -- Keypoints -- Conclusion -- Part Four Leadership and Motivation -- Chapter Twenty-four Functional Leadership -- The background -- The theory of group personality and group needs -- Individual needs and motivation -- The needs interact -- Leadership functions -- Sharing decisions -- Conclusion -- Keypoints -- Chapter Twenty-five Action-Centred Leadership -- The wider ACL framework -- The Qualities Approach -- The Situational Approach -- Individual needs -- Leadership and management functions -- The decision-making continuum -- The levels of leadership -- Keypoints -- Chapter Twenty-six The Fifty-Fifty Rule -- Keypoints -- Chapter Twenty-seven Maslow's Hierarchy of Needs -- The physiological needs -- The safety needs -- The social needs -- The esteem needs -- The need for self-actualization -- The desires to know and understand -- The aesthetic needs -- Coping and expressive behaviour -- Keypoints -- Chapter Twenty-eight The application of Maslow's ideas in industry.

Douglas McGregor's Theory X and Theory Y -- The wider dissemination of Maslow's ideas -- The moral issue -- Keypoints -- Chapter Twenty-nine Herzberg's Motivation - Hygiene Theory -- Basic characteristics of the research project -- The categories -- Experimental results -- Herzberg and Maslow -- Critics of Herzberg's Theory -- Conclusion -- Keypoints -- Chapter Thirty How to motivate others: the eight principles of motivation -- 1. Be motivated yourself -- 2. Select people who are highly motivated -- 3. Treat each person as an individual -- 4. Set realistic and challenging targets -- 5. Remember that progress motivates -- 6. Create a motivating environment -- 7. Provide fair rewards -- 8. Give recognition -- Summary: How to motivate others -- Keypoints -- Chapter Thirty-one Parting reflections - towards a new theory of motivation -- Notes and references -- Further reading -- Part Five Leadership for Innovation -- Chapter Thirty-two What is innovation? -- Invention and innovation -- Innovation as incremental change -- The management of change -- Innovation is positive -- All can participate -- KeyPoints -- Chapter Thirty-three The conditions for successful innovation -- Management commitment -- A long-term perspective -- Responsiveness to change -- Acceptance of risk -- The right internal environment -- KeyPoints -- Chapter Thirty-four Organizing for team creativity -- Order and freedom -- Integrating creativity into industry -- Getting the balance right -- Leadership for innovation -- KeyPoints -- Chapter Thirty-five Case Study: The DNA Laboratory -- No class or hierarchical differences -- Leading by example -- The optimum use of resources -- The human resource -- Creeping bureaucracy -- Bureaucracy versus innovation -- KeyPoints -- Chapter Thirty-six Case Study: Soichiro Honda - Leader for innovation -- The forge of a creative mind.

A creative thinker in action -- A partnership of complementary abilities -- Not problems but opportunities -- Passing on the torch -- KeyPoints -- Chapter Thirty-seven Real commitment from the top -- The leader as teambuilder -- Giving direction -- KeyPoints -- Chapter Thirty-eight How to motivate the creative individual -- Selecting creative people -- Characteristics of innovators -- Expectations of creative people -- Creative leadership -- KeyPoints -- Chapter Thirty-nine Team creativity -- Building on ideas -- Brainstorming -- Team creativity in action -- Team creativity and organization -- How to criticize other people's ideas -- KeyPoints -- Chapter Forty Harvesting ideas -- Suggestion schemes -- Quality Circles -- Success factors for Quality Circles -- Towards team creativity -- The importance of training and education -- KeyPoints -- Chapter Forty-one Overcoming resistance to change -- The human need for continuity and change -- Understanding the forces of resistance -- Principle one: plough up the ground -- Principle two: market your ideas -- Principle three: have a practice run -- Principle four: make change incremental -- Principle five: leadership is essential -- KeyPoints -- Conclusion: Leadership for innovation -- KeyPoints -- Part Six The Art of Creative Thinking -- Chapter Forty-two On human creativity -- Keypoints -- Chapter Forty-three Use the stepping stones of analogy -- Keypoints -- Chapter Forty-four Make the strange familiar and the familiar strange -- Keypoints -- Chapter Forty-five Widen your span of relevance -- Keypoints -- Chapter Forty-six Practise serendipity -- Keypoints -- Chapter Forty-seven Chance favours only the prepared mind -- Keypoints -- Chapter Forty-eight Curiosity -- Keypoints -- Chapter Forty-nine Keep your eyes open -- Keypoints -- Chapter Fifty Listen for ideas -- Keypoints.

Chapter Fifty-one Reading to generate ideas.