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Section IV: Have the Right Kind of Leadership
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Section IV: Have the Right Kind of Leadership
by Ken Blanchard
Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, Third Edition
Cover Page
About This E-Book
Praise for Leading at a Higher Level
Contributing Authors
Title Page
Copyright Page
Dedication Page
Contents at a Glance
Contents
List of Illustrations
Introduction
Leading at a Higher Level
Why Did We Write This Book?
How This Book Is Organized
Section I: Set Your Sights on the Right Target and Vision
1 Is Your Organization High Performing?
The Right Target: The Quadruple Bottom Line
A High Performing Organization Scores Every Time
The HPO SCORES® Model
The HPO SCORES® Quiz: How Does Your Organization Score?
HPO SCORES® Quiz
2 The Power of Vision
The Importance of Vision
Effective Versus Ineffective Vision Statements
Creating a Vision That Really Works
A Compelling Vision Creates a Culture of Greatness
Vision Is the Place to Start
Vision Can Exist Anywhere in an Organization
Make Your Vision a Reality
Vision and Leadership
Section II: Treat Your People Right
3 Empowerment Is the Key
What Is Empowerment?
The Power of Empowerment
How History Blocks Change to Empowerment
Tapping People’s Power and Potential: A Real-World Example
Learning the Language of Empowerment
The Three Keys to Empowerment
4 SLII®: The Integrating Concept
The Three Skills of an SLII® Leader
Enthusiastic Beginners Need a Directing Style
Disillusioned Learners Need a Coaching Style
Capable But Cautious Performers Need a Supporting Style
Self-Reliant Achievers Need a Delegating Style
Development Level Varies from Goal to Goal and Task to Task
Meeting People Where They Are
The Importance of Partnering with People
Effective Leadership Is a Transformational Journey
5 Self Leadership: The Power Behind Empowerment
Creating an Empowered Workforce
Creating Self Leaders Through Individual Learning
The Three Skills of a Self Leader
6 One-on-One Leadership
Establishing an Effective Performance Management System
One-on-One Leadership and the Performance Management System
Partnering as an Informal Performance Management System
One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work
7 Essential Skills for One-on-One Leadership
One Minute Goal Setting
Areas of Accountability
Performance Standards
One Minute Praisings
One Minute Re-Directs
The Fourth Secret of the One Minute Manager
8 Building Trust
The High Cost of Low Trust
The Benefits of Trust
The Four Elements of Trust
Creating a High Trust Environment
The Transparency Challenge
Repairing Broken Trust
The Ripple Effect
9 Coaching: A Key Competency for Leadership Development
Definition of Coaching
Five Applications of Coaching
10 Mentoring: The Key to Life Planning
Obstacles to Beginning a Mentoring Relationship
Choosing a Mentoring Partner
Essence Versus Form
The MENTOR Model: Elements of a Successful Mentoring Partnership
Creating a Mentoring Program in Your Organization
Tailoring Mentoring to Career Stages
11 Team Leadership
Why Teams?
Obstacles to High Performance
An Effective Team Leadership Approach
Providing Leadership Behaviors That Match the Team’s Needs
Strategies for Higher Team Performance
The Power of Teams
12 Collaboration: Fuel for High Performance
Collaboration Is Not Coordination, Cooperation, or Teamwork
Creating a Collaborative Framework
Collaboration Versus Competition
What It Takes to Be Collaborative
Collaboration: Fuel for High Performance
13 Organizational Leadership
Real Life Examples of HPO SCORES®
Determining the Appropriate Leadership Style for Your Organization
Diagnosing Your Organization’s Development Level
Results and Relationships: The Determinants of a High Performing Organization
Matching Leadership Style to Your Organization’s Development Stage
Applying the Appropriate Leadership Style at Each Development Level
The Importance of Diagnosis and Matching
A History-Making Organizational Turnaround
14 Organizational Change: Why People Resist It
The Importance of Leading Change
Why Is Organizational Change So Complicated?
When Is Change Necessary?
Why Change Gets Derailed or Fails
Focus on Leading the Journey
Surfacing and Addressing People’s Concerns
The Importance of Involving Those Who Are Being Asked to Change
15 Leading People Through Change
Five Change Leadership Strategies
The Importance of Reinforcing the Change
16 Managing a Successful Cultural Transformation
Gung Ho!: A Starting Point
Managing a Successful Cultural Transformation
Critical Success Factors for Cultural Transformation
Section III: Treat Your Customers Right
17 Serving Customers at a Higher Level
Getting Legendary SCORES from Your Customers
Creating Legendary Service
Serving Customers at a Higher Level
Permitting People to Soar
Wallowing in a Duck Pond
Giving Your People Wings
Section IV: Have the Right Kind of Leadership
18 Servant Leadership
What Is Servant Leadership?
Applying Servant Leadership
Great Leaders Encourage People to Bring Their Brains to Work
What Kind of Leadership Impacts Performance the Most?
Being a Servant Leader Is a Question of the Heart
Driven Versus Called Leaders
The Plight of the Ego
Ego Antidotes
What Servant Leaders Do
Servant Leadership: A Mandate or a Choice
19 Determining Your Leadership Point of View
Elements of a Leadership Point of View
Developing Your Own Leadership Point of View
Become a Higher Level Leader
Endnotes
Acknowledgments
About the Authors
Services Available
Index
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17 Serving Customers at a Higher Level
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18 Servant Leadership
Section IV
Have the Right Kind of Leadership
Chapter 18
Servant Leadership
Chapter 19
Determining Your Leadership Point of View
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