Contents -- Acknowledgements -- Introduction -- My Involvement in Management -- 1. Startling Experiences -- Teaching an Old Horse -- How about Maslow? -- I Am OK You're OK -- 2. Case Study -- First incident -- Second incident -- Third incident -- Misuse of the Term Style -- Manager or Leader? -- Corporate Culture -- Empowerment Is the Solution -- I Want to Be a Great Leader -- Recruitment Blunders -- Elitist View of Leadership -- 3. Writing This Book -- William James -- Information Overload -- Conceptualization of Leadership -- Purpose of the Book -- Finishing the Book -- Title of the Book -- Leaders or Managers? -- 1. First Was the Word -- 2. Interpretation of the Responses -- Subject No. 1 -- Subject No. 2 -- Subject No. 3 -- Subject No. 4 -- Subject No. 5 -- Subject No. 6 -- Subject No. 7 -- Subject No. 8 -- Subject No. 9 -- Subject No. 10 -- Subject No. 11 -- Subject No. 12 -- Subject No. 13 -- Subject No. 14 -- Subject No. 15 -- 3. Summary of the Findings -- 4. Theoretical Implications -- Leadership Semantics: Cross-Cultural Exploration -- 1. Comparative Study -- English -- French -- German -- Greek -- Bahasa Melayu -- Bahasa Indonesia -- Indian -- Arabic Language -- 2. Conclusions -- Qualities Followers Expect in a Leader: Empirical Study of Two Cultures -- 1. Methodology -- Compiling the Responses -- 2. First Order Classification -- Interpretation of Statistical Findings -- 3. Second Order Classification -- Character Qualities -- Communication Qualities -- Moral Integrity -- Leadership Qualities -- Mental Qualities -- 4. General Discussion -- 5. Broader Implications -- Fields of Leadership Action -- Contextual Thinking -- Formal Organizations -- Organization as Emerging Entity -- Inevitability of Disorder -- The Law of Entropy -- Perceived Level of Organization -- Notion of Boundary -- Organizing Processes -- 1. Integration Mechanisms.

Organization Mission -- Cultural Values -- Leadership Hierarchy -- Training Practices -- Technology -- Liaison Individuals -- Cross-functional Teams -- Interpersonal Communication -- 2. Differentiation -- 3. Interdependence -- Assessment of Integrative Effort -- Recurrent Situations -- 1. Introduction -- 2. Entry Situations: A Typology -- Successful Organization -- Failing Organization -- Competitively Driven Organization -- Initiating a New Venture -- Dissolving an Organization -- 3. Implications of the Typology -- Interface Groups -- 1. Definition of Small Groups -- 2. Transitory Teams -- 3. Informal Groups -- 4. Dyadic Structures -- 5. Leadership among Groups -- 6. Subordinates' Influence -- 7. Effect of the Office on the Leader -- The Organization as Environment -- Organizational Dimensions -- Economic Dimension -- Legal Dimension -- Political Dimension -- Information Dimension -- Learning Dimension -- Socio-cultural Dimension -- Interdependence of the Dimensions -- Modes of Existence in Organizations -- 1. Membership -- Partial Inclusion -- Affiliation Needs -- Decline of Identification -- Problematic Issues -- 2. Social Roles -- Dual Role of Students -- Individuals as Citizens -- Patients and the Sick Role -- Practical Problems and Limitations -- 3. Monitoring Membership -- Dead Wood Phenomenon -- Predicting Corruption -- Monitoring Leaders' Membership -- Rotation Policy -- Status of New Members -- Levels of Leading and Following -- 1. Leading and Following as Adaptive Behavior -- 2. Leading and Following as Habit Systems -- 3. Leading and Following as Social Roles -- Triadic Model of Leadership -- 1. Followership -- 2. Fellowship -- 3. Control versus Influence -- 4. Diffusion of Leadership -- Psychology of Obedience -- 1. Varieties of Obedience -- The Squirrel and the Snake -- Total Dependency -- Cynical Obedience.

2. Obedience in Bureaucratic Organizations -- Learned Helplessness -- Function of Rebellion -- Leadership Prerequisites -- 1. Meaning of "Prerequisite" -- 2. The Will to Lead -- Meaning of "Will" -- To Lead or Not to Lead -- Complexity of the Will to Lead -- Fluidity of the Will to Lead -- Degeneration of the Will to Lead -- 3. Clarity -- Definition -- Clarity and Relevance -- Clarity and Common Sense -- 4. Imparting Clarity -- The Principle of Specificity -- Clarity about What -- 5. Ability to Learn -- Learning Develops in Time -- Error is the Main Source of Learning -- 6. Similar and Yet Different -- Dialectics of the Leadership Role -- First, the Leader as Integrator -- Second, Leader's Position at the Boundary -- Third, Leader as Interpreter -- Fourth, Leader as Vanguard -- Rationale for Leaders' Autonomy -- Similarity and Differences are Inseparable -- 7. Energy -- Leadership as Flow of Energy -- Energy Management -- Pure Dynamism -- Interdependence and Value of the Prerequisites -- The Cultural Dilemma -- Crisis of Leadership -- Success as Index of Effectiveness -- Leader's Cognitive Functions -- Failure of Social Science -- Whitehead's Diagnosis -- Psychologism -- Spawning Technology -- Final Statement -- Bibliography -- Appendix I -- Appendix II -- CHARACTER QUALITIES -- 1. Achievement-oriented / Hardworking / Dedicated -- 2. Assertive / Strong -- 3. Courteous / Tactful / Considerate -- 4. Energetic / Enthusiastic -- 5. Mature / Stable -- 6. Religious / Spiritual -- 7. Sociable / Trusting -- COMMUNICATION QUALITIES -- 8. Clarity -- 9. Expressing / Transmitting -- 10. Receiving or Soliciting Information -- MORAL INTEGRITY -- 11. Accountable / Responsible -- 12. Fair / Equitable -- 13. Honest / Sincere -- LEADERSHIP QUALITIES -- 14. Exercising authority -- 15. Across-Boundary Management -- 16. Delegating / Sharing Power -- 17. Developer.

18. Recognition -- MENTAL EFFICACY -- 19. Expertise / Professional competence -- Index.