Contents -- Preface -- Chapter one Leadership that inspires -- The art of leadership -- The case for vision with organizational values -- Leadership competencies -- The science of leadership -- Different styles of leadership -- What might people rely on to impose their authority? -- The differences between a manager and a leader -- What makes an effective leader? -- Creating a mission and vision (unleashing the power of purpose) -- Personal and organizational values -- Ethics and social responsibility -- Chapter two Management that engages -- Introduction -- Your role and responsibilities as a manager -- What does it take to create a positive team culture and environment? -- Emotional intelligence -- Delegation -- Summary checklist -- Chapter three Motivation to energize -- Introduction -- Defining motivation -- What is motivation? -- The process of motivation -- What 'needs' motivate people? -- Motivators -- Motivation application -- Motivation in practice -- Chapter four Creating a learning environment -- Introduction -- How 'learning' manifests itself in an organization -- Creating a (departmental) learning and development plan -- Creating a departmental leadership programme -- Learning and development resources to take action -- Chapter five Efficient and influential personal effectiveness -- Introduction -- The 80/20 rule - managing your time -- The people element of managing projects -- Getting meetings to work effectively -- Chapter six Staff recruitment -- Introduction -- Starting the selection process for picking winners -- Interview preparation stage -- Carrying out the interview itself -- After the interview -- Induction -- Chapter seven Motivational performance management -- Introduction -- The manager and enhancement of performance -- Giving effective feedback -- The annual performance and development review scheme.

Chapter eight Recognizing and rewarding performance to celebrate achievement -- Introduction -- Rewarding performance -- Rewarding performance when no funds are available -- Is a reward always necessary? -- Career development -- Personal skill development -- Chapter nine Handling problem staff and conflict -- Introduction -- The stages of a team's development -- Conflict in the organization -- Skills for resolving conflict -- Problem solving -- Stopping conflict from starting -- Handling a conflict situation -- Arbitration or handling conflict between others -- Chapter ten Problem solving to get results -- Introduction -- Problem solving and quality improvement process -- Step 1: Plan -- Step 2: Do -- Step 3: Check -- Step 4: Act -- Chapter eleven Managing sustainable change -- Introduction -- How to aid and support your staff during change -- The impact of information technology -- The particular requirements for those working on a flexible or part-time basis -- Monitoring and managing remotely -- Virtual teams -- Managing redundancy -- Chapter twelve Career management to progress -- Introduction -- Enhancing your profile -- Build your network of contacts -- Career planning -- References and additional reading -- About the author -- Index.