Index

Action planning, 74–75

case study, 123–132

forms, 135

Activates Potential dimension, 19

author experience, 37–39

continuous learning, 36–37

definition, 33

Dweck’s research, 37

dynamic autonomy, 36

pervasive feedback, 36

self-reflection, 41

specific traits, 34–35

study quotes, 33

workplace implications, 39–41

Adaptive feedback, 62

Autonomy support, 48

Actualization, 84–86

Agency theory, 109

Attitude and motivation, 85

Behavior change, 84–86

Behavior dimensions, 11–12

Best boss dimension

extent of use profile, 113

paired-comparison evaluation matrix, 134

Best Boss experiences

behavior dimensions, 11–12

data collection process, 7–8

personal characteristics, 10–11

respondent demographics, 8–10

Best Boss leadership

determinants, 115

GenXer perspective, 1–6

millennial’s perspective, 119–121

profile

achievement foundation, 94–95

leadership legacy, 95–97

life impacts, 97–100

lives impacts, 100–101

organization and employee connection, 92–94

Best boss online questionnaire content, 8

Best Boss skills and impact

action planning, 74–83

activates potential, 76–77

actualization, 84–86

analysis

interviews, 74

self-assessment, 73–74

assessment, 69–73

continuous learning, 81–82

dynamic autonomy, 78–79

higher purpose leads, 75–76

pervasive feedback, 79–81

Boss–employee relationship, 30

Business Roundtable (BR), 112–113

Community, 110

Competency-based talent review process, 106

Confirmative feedback, 62

Constructive feedback, 56

Continuous learning, 27

activates potential, 62

author experience, 65–66

definition, 59

dynamic autonomy, 62

higher purpose, leadership, 61–62

learning opportunities, 61

perfection, 61

pervasive feedback, 62–63

philosophy of mistakes, 60

related thinking, 63–65

self-reflection, 67–68

study quotes, 59

workplace implications, 66–67

Corrective feedback, 62

Data collection process, 7–8

Direct report impacts, 21, 91

Dynamic autonomy, 26, 36

activates potential, 45

author’s experience, 48

continuous learning, 46

definition, 43

feedback, 45–46

flow theory, 47–48

higher purpose, 44–45

Kilts’ leadership approach, 48

Pink’s observations, 48

self-reflection, 50

study quotes, 43

workplace implications, 49

Flow theory, 47–48

Friedman’s essay, 114

Higher purpose in leadership

Activates Potential dimension, 25–26

author experience, 29–31

continuous learning, 27

definition, 23

dynamic autonomy, 26

pervasive feedback, 26–27

self-reflection, 31

study quotes, 23–24

values-driven leadership, 27–29

workplace implications, 30

Knowledge, 84

Leaders of people, 116

Leadership approach

features, 13

synergistic system of interaction, 15–19

trust and mutual respect, 13–15

virtuous cycle of performance, 19, 21

Leadership development, 117

Leadership philosophy, 104

Leadership pipeline process, 106

Long-lived companies, 110

Meaningful feedback, 53

Mindful managers, 29

Organization communications, 117

Organizational culture, 116

Organizational design factors

corporate governance and corporate law, 108–111

culture, 107–108

leadership and business strategy, 104–105

process, 106

reward systems, 107

structure, 105–106

Pan-European leadership development strategy, 105

Performance feedback research, 55

Performance management of employees, 116

Personal characteristics, 10–11

Pervasive feedback, 26–27, 36

activates potential, 53

author experience, 56–57

benefits, 55–56

candid and continuous feedback, 52

constructive feedback, 56

continuous learning, 54

definition, 51

dynamic autonomy, 54

higher purpose, 53

relationship impacts, 52

reward, 51

self-reflection, 57–58

study quotes, 51

workplace implications, 57

Philosophy of leadership, 30–31

Quick self-assessment, 71–73

Respondent demographics

“synergistic and virtuous system” of interaction, 15–19

career stage breakdown, 8–9

career tenure breakdown, 8

functional responsibility breakdown, 9, 10

leadership level breakdown, 9

Reward systems, 107

Rigorous self-assessment, 69–71

Self-reflection, 31

Servant-leaders, 28

Shareholder-manager relationship, 111

Short-lived companies, 110

Synergistic system of interaction

Activates Potential dimension, 19

boss’ attention, direct reports, 30

conceptualization, 17

dimensions, 18

employee’s ability, 18

synergy creation, 15–16

Trust and mutual respect relationship, 13–15

Values-driven leadership, 27–29

Virtuous cycle of performance, 19, 21

Workplace, 30–31