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Leading leaders: how to manage smart, talented, rich, and powerful people

Author: Salacuse, Jeswald W. Publisher: AMACOM, 2006.Language: EnglishDescription: 218 p. ; 24 cm.ISBN: 0814408559Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .S35 2006
(Browse shelf)
Available 32419001220437
Total holds: 0

Includes bibliographical references and index


Leading Leaders How to Manage Smart, Talented, Rich and Powerful People Contents Preface xi 1 1 4 8 8 10 15 19 19 21 23 24 25 28 31 32 35 35 38 39 57 Chapter 1. Leaders as Followers Leading Without Authority Leaders as a Different Breed of Cat Leading Leaders against Iraq French-Fried Leadership A Contrast in Leadership Conclusion: Lessons for Leading Leaders Chapter 2. Leading One-on-One Defining Leadership Leadership as Relationship Communication as the Key to Leadership Relationships Leadership up Close and Personal Interest-Based Leadership Choosing the Right Leadership Medium The Building Blocks of Leadership Relationships Conclusion: Rules for Building Relationships Chapter 3. The Art of Strategic Leadership Conversation The Game of Strategic Conversation The Case of Hans Brandt Seven Principles of Strategic Leadership Conversations Conclusion: Rules for Conducting Strategic Conversations viii CONTENTS 59 60 63 64 67 68 70 71 74 74 83 87 91 91 95 100 108 111 113 115 117 119 120 122 123 124 128 131 131 133 136 139 140 142 145 146 148 Chapter 4. The Seven Daily Tasks of Leadership What Followers Expect and Need The Multitasking Leader Conclusion: Leadership's Seven Daily Tasks Chapter 5. Task No. 1: Direction--Negotiating the Vision Determining the Direction, the Way, the Vision Visionary Prophet or Visionary Diplomat? Securing Commitment to the Direction Overseeing Direction Negotiating a Vision for Goldman Sachs Basic Principles for Negotiating a Direction Conclusion: Rules for Achieving the Task of Direction Chapter 6. Task No. 2: Integration--Making Stars a Team The Follower's Dilemma Barriers to Integration Removing the Barriers to Integration Conclusion: Rules for Achieving Integration Chapter 7. Task No. 3: Mediation--Settling Leadership Conflicts Leaders as Mediators Robyn vs. Luis The First Step: Understand Interests Your Role as Leader-Mediator Process Communications Substance Mediation Power Tools Conclusion: Rules for Mediation Chapter 8. Task No. 4: Education--Teaching the Educated Leaders as Managers of the Learning Process Diagnosing the Learning Problem Know Your Students, but Don't Treat Them Like Students Use the Existing Frameworks and Terminology One-on-One Education Advice and Consent, Not Command and Control Framing the Problem Never Give a Solo Performance Conclusion: Rules for Educating the Educated Contents ix 151 151 152 154 157 161 162 165 166 Chapter 9. Task No. 5: Motivation--Moving Other Leaders The Nature of Motivation Interest-Based Motivation Motivating the Person Who Has Everything One Size Does Not Fit All Motivation, Not Manipulation Convincing Conviction Looking Ahead and Feeding Back Conclusion: Rules for Motivation Chapter 10. Task No. 6: Representation--Leading Outside the Organization The Demands of Representation The Functions of Leadership Representation A Tale of Two Photos Choosing Your Shots The Leader's Mandate A User's Guide to Representation The Loyal Leader Interest-Based Representation Conclusion: Rules for Leadership Representation 169 170 171 174 178 180 185 186 188 189 191 191 193 196 199 201 204 206 209 211 217 Chapter 11. Task No. 7: Trust Creation--Capitalizing Your Leadership Trust Me What Is Trust and Why Is It Important? Raising Trust Capital Openness Trust by Increments Obstacles to Trust Conclusion: Rules of Trust Further Reading on Leadership Index About the Author

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