Index

Adams, K.

adaptability

adaptive function , 2^nd, 3^rd

adaptive leadership , 2^nd, 3^rd, 4^th

administrative function , 2^nd

adult, parent and child styles , 2^nd, 3^rd, 4^th

Africa

after-action review , 2^nd

agility , 2^nd, 3^rd, 4^th

disruption builds adaptive leaders

innovation , 2^nd, 3^rd, 4^th

leader’s characteristics

learning organisation

organisation’s characteristics

political leaders

prioritisation, ruthless , 2^nd

research findings

turbulence, dealing with

Alexander, Mary

ambiguity, manage

amorality , 2^nd

Apple , 2^nd

Argyris, C.

Asia Pacific

authenticity , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

balanced processing of information , 2^nd, 3^rd, 4^th, 5^th, 6^th

clarity of values

core values, redefining and aligning

creating values-led culture

leader’s characteristics

learning organisation

mindfulness

moral compass , 2^nd

open and transparent relationships , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

organisation’s characteristics

political leaders

role model , 2^nd, 3^rd

self-awareness , 2^nd, 3^rd, 4^th

what’s important

awards for innovation

Babauta, L.

balanced processing of information , 2^nd, 3^rd, 4^th, 5^th, 6^th

honest conversations

managing conflict

situational awareness

balanced scorecard

banks , 2^nd, 3^rd

purpose and direction , 2^nd, 3^rd

Standard Chartered Bank , 2^nd

Belbin, M.

benchmarking, internal

benefits of connected leadership

Bergson, Henri

Berne, Eric

best practice

Biro, Meghan

blind spot , 2^nd, 3^rd

Brailsford, David , 2^nd

branding , 2^nd, 3^rd, 4^th

leadership brand

Bridges, William

Burns, J.M.

Calverley, Brook

capability, build

devolved decision making

case studies , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

Catlin, T. , 2^nd

Central and Eastern Europe

change

leading

taking people with you

transition model

characteristics

of connected leader , 2^nd

of connected organisation

checklists , 2^nd, 3^rd, 4^th

agility

authenticity , 2^nd

collaborative achievement

devolved decision making

purpose and direction

child, parent and adult styles , 2^nd, 3^rd, 4^th

Churchill, Winston

Cirrus , 2^nd, 3^rd

Clinton, Hillary

closed conversations

coaching , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

conversations

development

performance

Coats, E.

cognition and information overload

collaborative achievement , 2^nd, 3^rd, 4^th

breaking down barriers

community, human desire for , 2^nd

conflict, finding cause of team

create right climate

cross-functional working , 2^nd, 3^rd, 4^th

greater good

high-performance teams , 2^nd, 3^rd

leader’s characteristics

leader’s role

organisational level

organisation’s characteristics

political leaders

research findings

stages of team formation , 2^nd

strong teams and inter-team working

Collins, Jim

commitment from top , 2^nd

communicating connectivity

communities of practice , 2^nd

community, human desire for , 2^nd

competitive advantage , 2^nd, 3^rd, 4^th

complex adaptive systems , 2^nd, 3^rd

complexity leadership , 2^nd, 3^rd, 4^th, 5^th, 6^th

conflict

finding cause of team

managing

consensus

consumer

‘new’ , 2^nd

continuous improvement

conversation spectrum

see also dialogue

Covey, Stephen

cross-functional working , 2^nd, 3^rd, 4^th

cultural symbols

culture, organisational

Daum, Kevin

Deming, W. Edwards

devolved decision making , 2^nd, 3^rd

adaptive function

administrative function

balance of power

capability, build

empowerment in context

enabling function

leader’s characteristics

management information

organisational level

organisation’s characteristics

political leaders

process, robust

reason for

research findings , 2^nd, 3^rd

role as leader

Standard Chartered Bank

structure

trust, climate of

dialogue , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

coaching conversations

conversation spectrum

honest conversations

open and transparent relationships

purpose and direction , 2^nd

quality of , 2^nd

researching leadership brand

direction see purpose and direction

disruptive leadership development , 2^nd

disruptive technologies

dissonance

distributed leadership , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th

trust

do less

Dodge, Tanith , 2^nd, 3^rd, 4^th

Drexler–Sibbet team performance model

Dyson, Dave , 2^nd

Eastman Kodak

economies of scale

Edmondson, Amy

EE

ego states

emotional intelligence , 2^nd, 3^rd

empathy , 2^nd, 3^rd

empowerment , 2^nd

aspects of

community

organisational level

role as leader

enabling function , 2^nd, 3^rd

engagement , 2^nd, 3^rd, 4^th

drivers of

of everyone to create connected company

improve team

of managers to become connected leaders

PayPal

shared conversations

strategic

Ericsson

ethical buying

ethical leadership , 2^nd

Ettedgui, Edouard

Europe

extrovert people

failure , 2^nd

fail fast and learn , 2^nd, 3^rd

safe , 2^nd

fast-food franchises

feedback , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

positive intent

review conversations

social media and customer

financial institutions

banks see separate entry

Fletcher, J.K.

France

freedom framework , 2^nd, 3^rd

Freiberg, Kevin and Jackie

Gandhi, M.

Garvin, David

Gates, Bill

GE

Generation Y , 2^nd

Generation Z

George, Bill , 2^nd

global financial crisis

GlobeScan , 2^nd

golden circle

Golub, Harvey

Google

Gully, S.M.

HEAD Foundation

Heifetz, R.

heroic leader , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

hierarchy, intelligent

history of organisation

Hoffman, Reid

honesty , 2^nd, 3^rd, 4^th

Hugo, Victor

humility

Humphries, Jacqui , 2^nd

identity construction

IKEA

Inditex , 2^nd, 3^rd

inference, ladder of

influence

mutual , 2^nd, 3^rd, 4^th, 5^th, 6^th

information overload , 2^nd

innovation , 2^nd, 3^rd, 4^th, 5^th, 6^th

INSEAD

Institute for Employment Studies (IES)

integrated leadership approach

intelligent hierarchy

InterContinental Hotels Group

intolerance of counter-productive behaviour , 2^nd, 3^rd

introvert people

Ipsos MORI , 2^nd, 3^rd

Islamic State (IS)

Japan

Johari Window

John Lewis

Kalshoven, K.

Kaplan, R.S.

Katzenbach, J.R.

key performance indicators , 2^nd

King, Martin Luther

know your part

Korzynski, Pawel

Krebs, V.E.

Latin America

law firms , 2^nd

leadership brand

learning

organisation

processes

Lego

Lewis, Dave , 2^nd

listening , 2^nd, 3^rd, 4^th, 5^th

showing respect and

strategic

LMX (leader-member exchange) theory

localism

lonely leader syndrome

McGregor, Douglas

McKinsey , 2^nd

McKinsey Global Institute

MacLeod Report , 2^nd, 3^rd

management information , 2^nd, 3^rd, 4^th, 5^th

Mandarin Oriental , 2^nd

Mandela, Nelson

marketing

Marks and Spencer , 2^nd, 3^rd

Microsoft

Middle East

military

Millennials , 2^nd

Milway, K.S. , 2^nd

mindfulness

Mintzberg, Henry

mission command , 2^nd

Moore’s Law

moral compass , 2^nd

Moyse, Jacqueline , 2^nd

multi-tasking

multi-team collaboration

narrative, organisational , 2^nd, 3^rd, 4^th

see also storytelling

Network Rail

networked and open society , 2^nd

‘new’ consumer , 2^nd

next steps

Nokia

North America

objectives

know your part

SMART

Olympics: Team GB , 2^nd, 3^rd

ongoing process of sensemaking

open and networked society , 2^nd

open and transparent relationships , 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

emotional intelligence

feedback

feelings of others

feelings, understanding and using your

how you come across to others

leading with purpose

opening up

optimism

organisational capabilities , 2^nd

organisational narrative , 2^nd, 3^rd, 4^th

see also storytelling

organisational structure

Ortega, Amancio

parent, adult and child styles , 2^nd, 3^rd, 4^th

parking spaces

PayPal

performance management

Peters, Steve

Pinsent, Matthew

planning for action

plausibility

political leaders

Polman, Paul

Popper, Karl

present moment

prioritisation, ruthless

agility , 2^nd

purpose and direction

prizes

Procter & Gamble

promotion

Provident Personal Credit

purpose and direction , 2^nd, 3^rd, 4^th

banks

clear sense of purpose

complementary

embed

involvement

leader’s characteristics

organisation’s characteristics, 2^nd, 3^rd

political leaders

research findings

right direction

sensemaking , 2^nd, 3^rd

Standard Chartered Bank

tell the story

questionnaires

connected company , 2^nd, 3^rd, 4^th

questions to ask yourself , 2^nd

agility

authenticity, 2^nd

collaborative achievement

devolved decision making

purpose and direction

railways in UK

RAPID technique

recession

recruitment , 2^nd, 3^rd

relationship skills , 2^nd

see also open and transparent relationships

respect, listening and showing

review

after-action , 2^nd

conversations

reward , 2^nd, 3^rd

self-improvement

team-based systems , 2^nd, 3^rd

RIM

role model , 2^nd, 3^rd, 4^th, 5^th

scheduling

Schein, E.

Schmidt, Eric

Scotland

self-actualisation

self-awareness , 2^nd, 3^rd, 4^th

feedback

self-confidence , 2^nd, 3^rd

self-control

self-disclosure

self-knowing

self-reliance , 2^nd

selflessness

Senge, Peter

sensemaking , 2^nd, 3^rd, 4^th

servant leadership

service profit chain

shared conversations

shared leadership theory

Sharer, Kevin

Shell

Shop Direct , 2^nd, 3^rd

short-termism , 2^nd

Siemieniuch, C.E.

Silicon Valley

simplicity, power of , 2^nd

simplification , 2^nd

Sinek, S.

Singapore

situational awareness , 2^nd

Smallwood, N.

SMART objectives

smartphones , 2^nd, 3^rd

Smith, Frederick

social networks/media , 2^nd, 3^rd, 4^th, 5^th, 6^th

researching leadership brand

society, connected

Solis

Spindler, Angela , 2^nd

Spreitzer, G.M.

Stacey, R.D.

stakeholder management

Standard Chartered Bank , 2^nd

Stevens, Mark

storytelling , 2^nd, 3^rd, 4^th, 5^th

expertise

repetition

Story Spine

straightforwardness

strategic engagement

strategic listening

strategic plans

best practice

strategy map

stretch–coach–review

subsidiarity

succession , 2^nd, 3^rd

symbols, cultural

systems thinking

Team GB , 2^nd, 3^rd

teaming

team(s) , 2^nd

building

collaborative achievement see separate entry

conflict, finding cause of

cross-functional working , 2^nd, 3^rd, 4^th

engagement

learning

PayPal

reward systems , 2^nd

stages of team formation , 2^nd

strong teams and inter-team working

virtual

terminology

Tesco , 2^nd, 3^rd

Theory X and Theory Y

Three , 2^nd, 3^rd, 4^th, 5^th

top-down commitment , 2^nd

Tour de France

Towers Watson , 2^nd

transactional leadership

transformational leadership , 2^nd

trends

Millennials , 2^nd

‘new’ consumer , 2^nd

open and networked society , 2^nd

‘tribes’

trust , 2^nd, 3^rd, 4^th, 5^th

building in teams

create climate of

distributed leadership

erosion of , 2^nd, 3^rd, 4^th, 5^th

moral pragmatism , 2^nd

open and transparent relationships , 2^nd, 3^rd, 4^th

Theory Y

words and action aligned

Twitter , 2^nd

Uhl-Bien, Mary

Ulrich, D. , 2^nd

values in action see authenticity

values-based leadership , 2^nd

Virgin Group

VUCA world , 2^nd, 3^rd, 4^th

Waddilove, Joshua

Walesa, Lech

Weick, K. , 2^nd, 3^rd, 4^th, 5^th, 6^th

Western Europe

Whiteside, Roger

working groups

Xerox , 2^nd

Zafar, Naeem

Zappos

Zara , 2^nd, 3^rd, 4^th

Zelcer, Anton