Cover -- Contents -- List of Figures -- Acknowledgements -- Preface -- Introduction: Systems Leadership: What Use Is Theory? -- Relating theory to practice -- Language - social and scientific -- The practical value of good theory -- People and science -- Developing a common language -- PART 1 PRINCIPLES OF BEHAVIOUR -- 1 Principles of Behaviour -- Principle 1: People are not machines -- Principle 2: People need to be able to predict their environments -- Principle 3: People's behaviour is value based -- Principle 4: People form cultures based upon mythologies -- Principle 5: Change is a result of dissonance -- Principle 6: It is as important to understand social process in detail as it is to understand the detail of technical process -- Principle 7: Understand the difference between prediction of a population's behaviour and the prediction of an individual's behaviour -- Principle 8: It is better to build relationships on the basis of authority rather than power -- Principle 9: Clarity of boundaries is the basis of freedom -- PART 2 THE NATURE OF WORK AND ORGANISATIONS -- 2 What is Work? -- Human work and identity -- 3 Human Capability -- Elements of individual capability -- So why not include experience, competencies or personality/temperament? -- Nature or nurture? -- Caveats -- Summary -- 4 Meritocracy -- Organisational principles alternative to merit -- Authoritarian versus democratic organisations -- Summary -- 5 Associations and Employment Hierarchies -- Associations -- 6 The Work of the Board with the Executive Team -- Determining purpose, policy, systems and strategy -- Summary -- 7 Leadership, Power and Authority -- Leadership -- Power and authority -- Summary -- 8 Levels of Work -- Organising work -- What is muddled? -- How are they related? -- All levels of work are essential -- Role and person -- Summary -- PART 3 SYSTEMS LEADERSHIP.

9 The Work of Leadership: Creating a Culture -- The work of leadership -- The three tools of leadership -- 10 Leadership, Policy and Systems -- The role of policy and systems -- Tool for analysing systems -- Summary -- 11 Task Formulation and Assignment -- What are tasks? -- Human work, tasks and the exercise of discretion -- People and task assignment -- Task definition extended -- Issues in task assignment -- 12 Authorities and Role Relationships -- What is a manager? -- Manager-subordinate relationships -- Authorities of the supervisor -- Role relationships -- 13 Key Systems -- Sources of influence -- People systems -- Task feedback and review -- Performance planning and performance review -- Performance evaluation -- Summary of performance evaluation systems -- Salary administration -- Identifying and developing potential -- Succession planning -- Discipline and appeal -- Summary -- 14 Teams and Teamwork -- The false duality -- 'Team' tasks, goals and rewards -- Team decisions -- Team processes -- Summary -- PART 4 MAKING CHANGE HAPPEN - PUTTING THEORY INTO PRACTICE -- 15 The Process of Successful Change: How is it Achieved? -- Successful change process -- Summary -- 16 Systems and Symbols Audit - Organisational Health Check -- Analysis of systems, symbols and behaviour -- Purpose of an audit -- Audit steps -- Conclusion -- 17 How to Design Systems -- Significance -- Complexity -- Criteria: the 20 questions -- Practical examples -- 18 Creating High Performance Teams -- Working Together -- The course -- Cultural relevance -- Core social process skills for leaders -- 19 So What? What Difference Has This Made? -- Comalco -- Hamersley Iron -- 20 Implementation: Discipline or Dogma? -- Reviewing content and process -- Conclusion -- 21 Who Is There to Guard the Guards? Essentials of a Positive Organisation -- Checks and balances.

The employment charter -- Foundations for this charter -- 22 Complementary Theories and Practices -- Theories we have used in our own practice -- Conclusion -- Bibliography -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W.