How Great Leaders Think: The Art of Reframing -- Copyright -- Contents -- Preface -- Acknowledgments -- Part 1: Leadership in Four Dimensions -- Chapter 1: Introduction: The Power of Reframing -- The Curse of Cluelessness -- Framing -- Frame Breaking -- Four Leadership Frames -- Factories -- Families -- Jungles -- Temples and Carnivals -- Multiframe Thinking -- Conclusion -- Part 2: Structural Leadership -- Chapter 2: Getting Organized -- Structure at United Parcel Service (UPS) -- McDonald's and Harvard: A Structural Odd Couple -- Elements of Social Architecture -- Contextual Factors -- Size and Age -- Core Process -- Strategy and Goals -- Information Technology -- Nature of the Workforce -- Applying the Structural Frame -- Conclusion -- Chapter 3: Organizing Groups and Teams -- Lord of the Flies -- Saga of the Trapped Chilean Miners -- Comparing Leadership Dynamics -- Task and Structure in Teams -- Structures of Sports Teams -- Sum of the Parts: Baseball -- Planning the Next Move: Football -- Coordination on the Fly: Basketball -- Conclusion -- Part 3: Human Resource Leadership -- Chapter 4: Leading People -- Treat 'em Like Dirt -- Semco: Investing in People -- Developing a Philosophy and Values -- Hiring the Right People -- Keeping Them -- Investing in People -- Sustaining Power to the People -- Promoting Diversity -- Men's Wearhouse: Getting It Right -- Conclusion -- Chapter 5: Seeing Ourselves as Others See Us -- Ellen and Don -- Self-Awareness -- Leadership Skills: Advocacy and Inquiry -- Conclusion -- Part 4: Political Leadership -- Chapter 6: The Leader as Politician -- Political Skills -- Setting Agendas -- Mapping the Political Terrain -- Networking and Building Coalitions -- Bargaining and Negotiation -- A Case Example: The Troubled Auditor -- Conclusion -- Chapter 7: The Leader as Warrior and Peacemaker -- Steve Jobs: The Warrior.

Enter Bob Iger: The Peacemaker -- Orchestrating Conflict: Raise or Lower the Flame? -- The Peacemaker: Cooling the Flame -- The Warrior: Turning Up the Heat -- A Case Example: Lois Payne -- Conclusion -- Part 5: Symbolic Leadership -- Chapter 8: The Leader as Magician -- Cultural Revival at Starbucks -- The Memo -- The Uproar -- Barista Boot Camp -- Reinventing an Icon -- Leadership Summit -- 2008 Annual Meeting: Building Confidence -- The Galvanizing Extravaganza -- Reviewing the Cultural Threads of the Starbucks Story -- The Ways of Magic: How Symbolic Leaders Work -- Symbolic Leaders Respect and Use History -- Symbolic Leaders Interpret Experience -- Symbolic Leaders Develop and Communicate a Hopeful Vision -- Symbolic Leaders Lead by Example -- Symbolic Leaders Tell Stories -- Symbolic Leaders Convene Rituals and Ceremonies -- Conclusion -- Chapter 9: Seeking Soul in Teams -- The Eagle Group: Reasons for Success -- Signing Up -- Leadership Diversity as a Competitive Advantage -- Example, Not Command -- Specialized Language -- Stories -- Humor and Play -- Ritual and Ceremony -- The Contribution of Informal Cultural Players -- Building a Soulful Team -- Conclusion -- Part 6: Improving Leadership Practice -- Chapter 10: Reframing in Action -- Benefits and Risks of Reframing -- Reframing for Newcomers and Outsiders -- Conclusion -- Chapter 11: Images of Leadership: Can Crooked Kites Fly? -- Metrics Maestro: Amazon's Jeff Bezos -- Leader of the Tribe: Zappos's Tony Hsieh -- Authentic Engineer: Xerox's Ursula Burns -- Warrior Artist: Apple's Steve Jobs -- Conclusion -- Chapter 12: Leadership and Change -- Limits of Leadership -- Carriers Versus Catalysts of Change -- The Frames and Change -- Resurrection at Ford Motor -- Conclusion -- Chapter 13: Searching for Soul: Leadership Ethics -- Soul and Spirit in Organizations.

The Factory: Excellence and Authorship -- The Family: Caring and Love -- The Jungle: Justice and Power -- The Temple: Faith and Significance -- Conclusion -- Chapter 14: Great Leaders, Great Stories -- Worldviews, Frames, and Stories -- The Leader's Worldview -- The Leader's Story -- Conclusion -- Appendix: Leadership Orientations -- Scoring and Interpretation -- Computing Scores -- Interpreting Scores -- Comparison Scores -- Notes -- The Authors -- Index -- End User License Agreement.