The Persuasive Leader Lessons from the Arts -- Contents -- Foreword -- Preface -- Acknowledgements -- About the authors -- 1 Persuasive leadership in life and work -- Beginning cases -- What is leadership? -- Persuasive leadership in a new world -- A newer focus on emotions and logic -- Leadership as a social role in all living groups -- Leadership legacies -- Leadership goals -- Leadership sub-roles -- Leadership in changing crcumstances -- Leader agendas -- Leadership and the arts -- Parents as persuasive leaders -- Leadership and strategies -- Do leaders need charisma? -- Persuasion as a key to all leadership efforts -- Leaders as coherent wholes -- Learning from examples -- Types of persuasion settings -- Types of Leadership -- Leadership skills as identified in the arts and humanities -- Do we need empirical studies of leadership? -- Leaders and ethical behaviours -- Leaders as examples of persuasive and moral principles -- Summary -- End case -- Works cited -- 2 Using aesthetics and the arts in persuasive leadership -- Beginning cases -- Leaders using the arts -- What are the arts? -- Practical use of the arts -- The aesthetic response -- Aesthetics and human evolution -- Unity among the arts -- Performance art -- Leader-managers as architects -- The orchestra conductor metaphor -- Music in aesthetics -- Humans as artists -- Theatrical principles in leadership -- Fictional versus actual leaders -- Behaving like an artist -- Summary -- End cases -- Exercise 2.1 -- Exercise 2.2 -- Works cited -- 3 Using words effectively in persuasive speech and writing -- Beginning cases -- Evolution of language -- Importance of word choice -- Power of words to evoke emotion -- Aesthetic versus non-aesthetic language -- Function of fictional stories -- Use of stories in persuasion -- Delivering words effectively -- Audience reactions to words.

Words reflect characteristics of the speaker -- Being open-minded in one's communications -- Summary -- End case -- Exercise -- Works cited -- 4 Persuasive leadership and rhetoric principles -- Beginning cases -- Persuasion principles from philosophy -- Persuasion in literature -- Henry V -- Julius Caesar -- Joshua Chamberlain -- Discussion of speeches -- Summary -- End case -- Exercise -- Works cited -- 5 Persuasive leadership-planning considerations -- Beginning cases -- Studying the prospective audience -- Building credibility -- Obtain endorsements by influential persons -- Build competence and coalitions -- Gather facts and arguments in favor of goals -- Plan for creating arousal/activation and more memorable messages -- Planning for message content -- Preparation -- Practice -- Choose optimum timing and setting -- Emotional appeals -- Use of dramatic principles in persuasion planning -- Creating an engaging character-yourself -- Learning acting skills -- Process of planning -- Using the arts in planning -- Summary -- End case -- Exercise -- Works cited -- 6 Audience characteristics -- Beginning cases -- Audience characteristics -- Audience to leader effects -- Use of participation -- Audience concerns -- Psychological needs of the audience -- Effect of cultural differences in audience responses -- Motivational propensities in an audience -- Occupational differences -- Gender, ethnic, racial, and age differences -- Summary -- End cases -- Exercise -- Works cited -- 7 Leader-follower emotional ties -- Beginning cases -- Leader-follower attraction -- Leader-follower bonding -- Narcissistic behaviour -- Attraction to morality -- Attractiveness versus behaviour -- Similarity -- Openness and attraction -- Optimistic and hopeful leaders -- Respect for differences -- Summary -- End cases -- Works cited.

8 Creating positive responses in sub-leaders and followers -- Beginning cases -- Leading sub-leaders -- Counselling group members as individuals -- Creating positive emotional states -- Leaders as role models -- Positive psychology -- Optimism in the arts -- Adversity coaching -- Matching individuals and groups with appropriate tasks -- Social barriers to persuasion -- Summary -- Exercise -- Works cited -- 9 Persuasive leadership and change -- Beginning cases -- Change as a constant -- Some fundamental causes of resistance to change efforts -- Importance of feelings of self-efficacy in the motivation to change -- Leader effectiveness versus likeability -- Leadership and admiration-Benjamin Franklin -- Franklin's targeted virtues -- Using goals in change -- Handling multiple factors in change -- Self-leadership and change -- Psychotherapy as an aid to change -- Creating positive emotions -- How small changes can have big effects -- Summary -- End case -- Exercise -- Work cited -- 10 Strategic plans as a persuasive tool -- Beginning cases -- What are strategies? -- Importance of acceptance of strategies -- Credibility in the strategic planning process -- Strategic plans and goal setting -- Importance of self-perceived efficacy in goal achievement -- Visioning and goal setting -- Follow-up activities in strategic implementation -- Summary -- End case -- Exercise -- Works cited -- 11 Harmful persuasion -- Beginning case -- Doing harm with persuasion -- Types of harm -- Why do such persuasive leaders act the way they do? -- Confronting evil -- Why is harmful persuasion accepted? -- Standing up to injustice -- Helping orientations -- The role of deception in harmful persuasion -- Deceptive messages well delivered -- Summary -- End case -- Exercise -- Works cited -- 12 Self-leadership -- Beginning cases -- Leadership and self-management -- Political liberty.

Freedom in organizations -- Trends in self-direction in several fields -- Self-direction in parenting and preparation for self-direction -- Therapy and other individual change programmes -- Differential degrees of self-leadership and wasted human assets -- Self-management and human respect and dignity -- Self-leadership and the professional -- Summary -- End case -- Exercise -- Work cited -- 13 Persuasive variations in different settings -- Beginning cases -- Persuasion in the courtroom -- The law as a symbol of justice -- Persuasion in the medical community -- Persuasion in the home -- Architecture -- Philanthropic and artistic organizations -- In the political arena -- Summary -- End cases -- Exercise -- Work cited -- 14 Achieving trust and cooperation -- Beginning cases -- Leadership issues in cooperation -- Reactions to authority -- Origins of trust -- Types of trust -- Follower and leader needs -- Explaining and fostering cooperation among group members -- Summary -- End cases -- Exercise -- Work cited -- 15 The noble persuasive leader -- Beginning cases -- What is nobility? -- Roots of noble behaviour -- Religion and nobility -- Nobility in business enterprises -- Nobility as a social class -- Noble behaviour in the form of altruism and helping -- The appeal of noble leaders -- Immoral leaders -- What are immoral practices in terms of morality within organizations? -- Moral development -- Summary -- End cases -- Exercise -- Work cited -- 16 Leadership emergence -- Beginning cases -- Choosing leaders -- Situational factors in persuasive leader emergence and effectiveness -- Some indicators of leader emergence and success -- Leaders as independent visionaries -- Persuasiveness in leader effectiveness -- Leader-follower interactions -- Mindsets of effective leaders -- What do prospective followers want in a leader? -- Leadership changes -- Summary.

End case -- Exercise -- Work cited -- 17 Handling problems and failure -- Beginning cases -- What are problems and failures? -- Failures due to a changing world -- Causes of persuasion failures -- Persuasion failures mixed with successes -- Persuasion failures due to competing social cultures -- Politics and persuasion failures -- Personal characteristics in reacting to problems and failures -- Role of arrogance and hubris in failures -- Summary -- End cases -- Exercise -- Work cited -- 18 Why become a persuasive leader? -- Beginning cases -- Persuasiveness as a means to significant ends -- Changing life roles -- The human search for happiness -- What is true (rather than perceived) happiness? -- Expectations and happiness -- Good and evil ends -- Redeeming oneself -- The ideal persuasive leader in fiction -- Search for a meaningful life -- Expectations and success -- Avoidance of regrets/remorse -- Persuasion and performance and a changed self-identity -- Role of positive values -- Life as a search for beauty -- Summary -- End cases -- Exercise -- Works cited -- Appendices -- A Brief look at some of the relevant arts and humanities -- B Happiness -- C Behaviours of the best and worst bosses -- D Selected social science theories relevant to persuasive leadership -- Bibliography -- Index.