Business Leadership: A Jossey-Bass Reader -- Copyright -- Contents -- Foreword -- Introduction and Acknowledgments -- Organization of This Book -- Acknowledgments -- About the Editor -- Part 1: Framing the Issues: What Is Leadership? -- Chapter 1: What Leaders Really Do -- The Difference Between Management and Leadership -- Setting a Direction vs. Planning and Budgeting -- Aligning People vs. Organizing and Staffing -- Motivating People vs. Controlling and Problem Solving -- Creating a Culture of Leadership -- Chapter 2: Primal Leadership: The Hidden Power of Emotional Intelligence -- The Primal Dimension -- The Open Loop -- Contagion and Leadership -- How Moods Impact Results -- Emotional Hijacking -- Good Moods, Good Work -- Quantifying the "Feel" of a Company -- Chapter 3: The Five Practices of Exemplary Leadership -- Model the Way -- Inspire a Shared Vision -- Challenge the Process -- Enable Others to Act -- Encourage the Heart -- Leadership is a Relationship -- The Ten Commitments of Leadership -- Chapter 4: Reframing Leadership -- Reframing Leadership -- Architect or Tyrant? Structural Leadership -- Catalyst or Wimp? Human Resource Leadership -- Advocate or Hustler? Political Leadership -- Prophet or Zealot? Symbolic Leadership -- Summary -- Chapter 5: When Leadership Is an Organizational Trait -- Using Leadership Data as an Objective Focus for Change -- Building Organizational Coherence and Agility -- A Distinction with Consequences -- The Role of Enabling Systems -- Different in Countless Ways -- High LQ: The Moral Equivalent of Individual Leadership -- Lessons for the Next Generation of Leaders -- Part 2: Becoming a Leader, Preparing for the Opportunities -- Chapter 6: The Seven Ages of the Leader -- The Infant Executive -- The Schoolboy, with Shining Face -- The Lover, with a Woeful Ballad -- The Bearded Soldier.

The General, Full of Wise Saws -- The Statesman, with Spectacles on Nose -- The Sage, Second Childishness -- Chapter 7: The Traces of Talent -- Chapter 8: Leadership Is Authenticity, Not Style -- The Authentic Leader -- Being Your Own Person -- Developing Your Unique Leadership Style -- Being Aware of Your Weaknesses -- The Temptations of Leadership -- Dimensions of Authentic Leaders -- Understanding Your Purpose -- Practicing Solid Values -- Leading with Heart -- Establishing Close and Enduring Relationships -- Demonstrating Self-Discipline -- Chapter 9: Thinking Gray and Free -- Chapter 10: Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia -- Leadership Journeys -- Psycho-Spiritual Dimensions of Leadership Development -- Cultivating Self-Awareness: Who Am I? -- Connecting to "Other": Who Are You? -- Forming into Community: Who Are We? -- Discovering Our Purpose: Why Are We Here? -- Reflections on the Journeys -- Lessons on Leadership Journeys -- Nature as Teacher -- Integrating Experiences -- Service Learning -- Cultivating a Leadership Philosophy -- Chapter 11: Moments of Greatness: Entering the Fundamental State of Leadership -- Defining the Fundamental State -- Preparing for the Fundamental State -- Asking Four Transformative Questions -- Am I Results Centered? -- Am I Internally Directed? -- Am I Other Focused? -- Am I Externally Open? -- Applying the Fundamental Principles -- Inspiring Others to High Performance -- Part 3: Understanding the Territory, Anticipating the Challenges -- Chapter 12: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation -- Sense Making and Everyday Theory Building -- Sorting Complexity: Leveraging the Pluralism in Organizational Theory -- A Four-Dimensional Diagnostic Model: Issues, Choice Points, and Areas of Focus.

Central Frame Tensions -- Reframing: Using and Teaching Reflection and Cognitive Elasticity -- Being a Generalist and a Specialist -- Chapter 13: Leadership and the Power of Position: Understanding Structural Dynamics in Everyday Organizational Life -- On Automatic Pilot: Seeing Systems as They Are -- A Four-Player Model -- Players in Each Position Face Unique Challenges -- Occupants of Each Space Face Their Own Kind of Stress -- Predictable Conditions Are Met with Predictable, Reflexive Responses -- Defensiveness Breeds Emotional Distance -- Dominance Dynamics Create Additional Challenges -- Dominant-Other Dynamics Are Another Form of Structurally Determined Reflex Responses -- The Vision: Robust Human Systems -- Recognize Basic System Elements -- Balance the Elements -- Moving From Reflexive to Robust -- A Commitment to True Partnership Makes a Real Difference -- Leadership Stands Create Systemic Partnerships -- Step into the Fire: Real Conflict Is Good for You! -- Build Robustness by Valuing Enemies -- Don't Stop Thinking About the System! -- Chapter 14: The Boundaryless Organization: Rising to the Challenges of Global Leadership -- Boundaryless Behavior: The Art of the Fluid -- A Changing Paradigm for Organizational Success -- Out with the Old-In with the New -- The Giant and the Upstart -- Four Boundaries -- Permeability in Action -- Formulating External Boundaries -- Loosening Horizontal Boundaries -- Flattening Vertical Boundaries -- The Flexibility to Reinvent -- Crossing Geographic Boundaries -- Get Ready for Resistance -- Making it Happen -- Chapter 15: Knowledge Management Involves Neither Knowledge nor Management -- Why Knowledge Management Doesn't Work -- 1. There's No Accountability -- 2. There's No Quality Control -- 3. It's Not Really Knowledge -- 4. It's Push, Not Pull -- 5. There's No Incentive to Share.

6. The ROI Is Difficult to Prove -- 7. There's Nothing for the CKO or CLO to Do -- 8. It's Cultural -- 9. It's a Fad -- How Knowledge Management Can Work -- 1. Realize Its Limitations -- 2. Hold On to Your Best -- 3. Use Apprenticeships -- 4. Anoint Experts and Set Expectations -- 5. Rely on Human Interaction -- 6. Put Accountability Where It Belongs -- 7. Sure, Have a Database -- Chapter 16: The Sustainability Sweet Spot: Where Profit Meets the Common Good -- A Map to the Sweet Spot -- "Prove It!" -- Three Ways Sustainability Enhances Your Business -- Protecting the Business -- Running the Business -- Growing the Business -- Additional Business Benefits of Sustainability -- Hard Cases -- Final Thoughts -- Chapter 17: Leading Geeks: Technology and Leadership -- Understanding Geeks -- Who Are Geeks? -- Why Geeks Matter -- The Innovation Imperative -- Geeks and Innovation -- Why Geek Leadership is Different -- Geeks Are Different -- Geekwork Is Different -- Power Is Useless with Geeks -- What is Geek Leadership? -- The Context of Geek Leadership -- The Content of Geek Leadership -- Harmonizing Content and Context -- Summary: Key Ideas -- Chapter 18: Leading in Black and White: Working Effectively Across the Racial Divide -- The Assumption of Similarity -- The Effect of Miasma -- Adding it All Up -- What Colleagues Need to Know -- Self-Development -- Education -- Behavior -- Chapter 19: Managing Middlescence -- The Problems -- Six Strategies for Revitalizing Careers -- Fresh Assignments -- Career Changes -- Mentoring Colleagues -- Fresh Training -- Sabbaticals -- Expanding Leadership Development -- Rekindle Now -- Part 4: Making It Happen -- Chapter 20: The First Ninety Days of Leadership -- Fundamental Propositions -- Success Strategies for New Leaders -- Chapter 21: What Is Our Mission? -- It Should Fit on a T-Shirt -- Why Does the Organization Exist?.

Make Principled Decisions -- Chapter 22: The Power and Creativity of a Transforming Vision -- The Transforming Vision -- Chapter 23: Finding the Right Vision -- Properties of a Good Vision -- What Vision is Not -- Where Vision Comes From -- Getting Started -- Chapter 24: Developing Strategy: The Serious Business of Play -- Linking Play, Leadership Development, and Strategizing -- Comparing Serious Playing and Traditional Strategizing -- Benefits of Playing with Serious Intent -- How to Play Seriously and the Role of Leadership in Play -- Chapter 25: The Leader as Politician: Navigating the Political Terrain -- Agenda Setting -- Mapping the Political Terrain -- Networking and Building Coalitions -- Bargaining and Negotiation -- Morality and Politics -- Summary -- Chapter 26: Want Collaboration? Accept-and Actively Manage- Conflict -- Strategies for Managing Disagreements at the Point of Conflict -- Strategies for Managing Conflict Upon Escalation -- Tapping the Learning Latent in Conflict -- Chapter 27: Creating and Managing a Learning Culture: The Essence of Leadership -- What Might a Learning Culture Look Like -- The Evolving Role of a Learning Leader -- Becoming a Learning Leader -- Chapter 28: Leading Change: Why Transformation Efforts Fail -- Error #1: Not Establishing a Great Enough Sense of Urgency -- Error #2: Not Creating a Powerful Enough Guiding Coalition -- Error #3: Lacking a Vision -- Error #4: Undercommunicating the Vision By a Factor of Ten -- Error #5: Not Removing Obstacles to the New Vision -- Error #6: Not Systematically Planning for and Creating Short-Term Wins -- Error #7: Declaring Victory Too Soon -- Error #8: Not Anchoring Changes in the Corporation's Culture -- Chapter 29: Leading at the Enterprise Level -- The Enterprise Leader's Job -- Focusing Organizational Attention -- Building Capabilities -- Reconciling Tensions.

Creating Alignment.