Contents -- Foreword -- Acknowledgements -- About the author -- Part one Understanding Leadership and Its Context -- 01 The operating context, strategy execution and capability requirement -- The operating context -- Uncertainty and complexity -- Exponential rate of change -- Employee engagement, mobility and cynicism -- Friction -- Strategy to reality: the execution gap -- Future agenda: the capability requirement -- Leading through leaders: effects-based leadership (EBL) -- 02 Propositions about organizations, leadership, people and work -- Organizational effectiveness: the corporate context of leadership -- Leadership doctrine -- Leadership, people and work -- Clarity -- Paradox: discipline and freedom -- The pyramid of leadership learning -- Differences and similarities in leadership -- Leadership, leaders and teams -- Impact of 'organization' on behaviour -- The 'three-layer group' and its leader -- People's expectations and desires -- 03 The role of a leader: Creating the ACE conditions for success -- ACE as a leader's job description -- ACE as an organizational and leadership effectiveness assessment and diagnostic tool -- ACE as a leadership and organization effectiveness diagnostic tool -- Organizational conditions: integrated leadership -- 04 Understanding leadership ability -- Leadership and leader defined -- Leadership and management -- The leader and shared leadership -- The relationship between leader and follower -- The what of leadership: leadership knowledge and skills to perform functions -- The leader's role in clarifying role relationships -- Delegation of tasks -- The how of leadership: leadership style and behaviour -- Leader/follower relationships -- Personal values and standards -- Power, authority and leadership behaviour -- Leadership thought: how people think and intellect aligned to level of work.

Annex A: Leadership role profile -- 05 Communication - the lubricant of the leadership engine -- Clarity and aligned communication channels -- 1 Formal and direct/conscious communication -- 2 Informal and direct/conscious communication -- 3 Formal and indirect/subconscious communication -- 4 Informal and indirect/subconscious communication -- Communication in an organizational structure -- 06 Leading transformation and change -- Routecard for leading change -- Emotional responses during change -- The change paradox -- Part two Developing the ACE Conditions for Success -- Section 1:Developing Ability -- 07 Introduction to developing ability -- Education and training -- Experience -- Exposure -- 08 Understanding people, behaviour and emotional intelligence -- Basic psychology - the study of the mind and behaviour -- What is personality? -- Human nature: collaborate and compete -- How the brain works -- Human behaviour and emotional intelligence -- The core identity -- Perception -- Emotional intelligence: the enabler of adaptable and appropriate leadership style -- 09 Interpersonal communication: the currency of leadership -- Leader-team communication -- The communication process -- Building rapport -- Listening -- Questioning -- Inferences -- Style of communication and assertiveness -- How to assert yourself -- Non-verbal communication -- Eye accessing cues -- Assertive communication -- 10 Coaching -- Introduction to coaching -- The coach's position -- Coach's toolkit -- Path to mastery -- Coaching conversation agenda -- Developing behaviour -- Changing attitudes -- Building skill -- Promotion and maintenance of the desire to learn -- Confirmation that training has been assimilated -- Question technique -- Fault checking -- 11 Influence, persuasion and conflict resolution -- Means of influence -- Persuasion -- Conflict -- Conflict resolution.

Part Two Developing the ACE Conditions for Success -- Section 2:Clarity and Engagementat Every Level -- 12 The leadership work of creating clarity and engagement: problems, decisions and plans -- Problems to solve, decisions to make -- A trio of recurring, cascading and iterating processes -- 13 People, personality and decision making -- Cognition -- Ways of thinking -- Decision-making biases -- Cognitive dissonance -- Group dynamics -- Understanding -- 14 Decision making: the appreciation -- Introduction -- The appreciation in detail -- Task and time schematic plan -- Appreciations at the strategic level -- Contingency planning -- Other problem-solving tools and techniques -- The appreciation and personality types -- Summary -- Examples of appreciations -- Annex A: Standard Operating Procedure (SOP) for meetings and minutes -- Annex B: Appreciation template -- Annex C: Project/task outline plan template -- Annex D: Strategic plan and second-order task tracking document template -- 15 Planning and briefing -- Planning -- Detailed plan format -- The briefing -- Early warning -- Communication: routine briefing and updates -- Project management and routine leadership -- Other common tools -- 16 Cascade of planning and briefing -- Tasking procedure -- Leadership structure -- Extraction of relevant information -- Communication in an organizational structure -- 17 The intelligence system to inform decision making -- The intelligence cycle -- Intelligence and planning -- 18 Directing, coordinating, controlling and evaluating progress -- Directing -- Coordinating -- Control (and influence) -- Evaluating progress -- Part Two Developing the ACE Conditions for Success -- Section 3: Shaping the Environment -- 19 Introduction to shaping the environment -- 20 Teams and groups -- Characteristics of groups and teams -- Types of teams -- Group dynamics.

Stages of team development -- Maintaining the team -- Advice to leaders -- 21 The essential intangibles: morale, loyalty and trust -- Morale -- Loyalty -- Trust -- 22 The role of organization and structure in leadership -- Principles of organization -- 23 Organization ethos and culture: built to adapt and to last -- Core identity -- Business doctrine -- Mythologies -- Cultural norms -- Envisioned future -- Conclusion -- Glossary -- INDEX.