Gear-shifting leadership : a manager's guide for developing effective leaders / Leon Cai.

Format:

Book

Author/Creator:

Cai, Leon, author.

Language:

English

Subjects (All):

Leadership.

Employees--Coaching of.

Employees.

Physical Description:

1 online resource (201 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Boca Raton, Florida : Routledge, [2021]

Summary:

Drawn from his experience as the executive dean of Wilner Sales and Leadership Institute, Leon Cai shares his proven philosophy and methods for improving leadership skills among middle and high-level managers.

Contents:

Cover

Half Title

Title Page

Copyright Page

Table of contents

About the Author

Preface

Introduction- Four Gears of Leadership Development

Mid- And High-Level Managers Need More Comprehensive Leadership

Four Gears Of Leadership Development

Part I Followership

1 Followers and Leaders

Why Should Leaders Develop Followership?

The Basic Definition and Connotation of Followership

Interaction Between Followers and Leaders

2 Two Cores of Followership

5Q Model of Leaders' Self-management

Seven Laws of Leaders' Upward Management

Upward Management Law I: Understand and Cater to the Behavioral Types of Superiors

Upward Management Law II: Diagnose the Emotional Cycles of Superiors

Upward Management Law III: Eliminate the Blind Zones of Superiors' Supervision

Upward Management Law IV: Provide Timely Support to Superiors

Upward Management Law V: Help Superiors Manage Their Time

Upward Management Law VI: Present Problems as well as Solutions

Upward Management Law VII: Promise What You Are Able to Do

Part II Face-to-face Leadership

3 Four Driving Wheels of Face-to-face Leadership

The Four "Don't Know" Root Causes of Performance Gap

Four Driving Wheels of Face-to-face Leadership

4 Face-to-face Leadership: Boundary-Defined Delegation

Form Closed Loops of Execution Through Effective Delegation

Boundary-defined Delegation

Expected Results

Restrictive Terms

Level of Authority

Time Table

Information

Resources

Challenges

Support

Guard Against Anti-delegation from Subordinates

5 Face-to-Face Leadership-Inner-Driven Motivation

Inner-Driven Motivation versus Material Incentive

Four Types of Inner Drive

Inner Drive of Meaningfulness

Inner Drive of Ownership

Inner Drive of Return

Inner Drive of Self-confidence.

6 Face-to-face Leadership-Dual-Track Mentoring

Two Major Tracks of Subordinate's Ability

Forms and Rules of Perfect Coaching

Four Types of Situational Coaching

Five Key Rules of Perfect Coaching

Modes and Principles of Effective Counseling

Four Modes of Situational Counseling

Four Principles of Effective Counseling

7 Face-to-Face Leadership-Preventive Intervention

Behavioral Intervention versus Performance Assessment

Five Murphy's Behaviors in Urgent Need of Intervention

Seven Golden Steps of Intervention Interview

Step 1: Show Recognition

Step 2: Present Facts

Step 3: Amplify Seriousness

Step 4: Review Previous Expectations

Step 5: Get Promises

Step 6: Provide Support/Set Punitive Measures

Step 7: Express Gratitude and Encouragement

Part III Indirect Leadership

8 Three Major Roles of Indirect Leaders

Upgrade from Face-to-face Leadership to Indirect Leadership

WWH Analysis Model of Macro Performance

Evaluation Form of the Macro Performance of Your Team

Three Key Roles of Indirect Leaders

Three Performance Indicators of Indirect Leadership

Self-evaluation Form of Five Leadership Roles

How Do the Behaviors in the Following Table Match Those of Yours?

9 Enhancement of the Centripetal Force of a Team

The 3V Tools of Psychological Contract

Vision Anchor

Three Major Approaches to Setting Effective Vision Anchor

Combining Way of Vision Setting

Extracting Way of Vision Setting

Radiating Way of Vision Setting

FABTE Mode of the Publicity of Vision Anchor

Value Root

Values Are the Roots of Employees' Behaviors

3V Principles of the Promotion of Values

Victory Chain

10 Enhancement of the Executive Force of a Team

Three Components of the Executive Force of a Team

Absolute Non-Negotiables

Three Types of Absolute Non-Negotiables.

Five Major Characteristics of Effective Absolute Non-Negotiables

Standard Execution Procedures

Upgrade SEP by Fixing Six Types of Bugs

Three Key Features of Effective SEP

Specification with Flow Charts

Simplification with Key Words

Naming with Pithy Formulas

Key Responsibility Matrix

Three Major Components of Key Responsibility Matrix

Six Major Steps of Formulating KRM

11 Enhancement of the Cohesive Force of a Team

Interpersonal Synergy Quotient of a Team

Members Show High Willingness to Accept the Final Decision of Their Team

Members Are Quite Willing to Cooperate with Others

Members Show Enough Respect to the Personal Interests of Others

Members Recognize and Appreciate the Contribution of Others

Members Offer Constructive Suggestions and Criticisms

Members Assume Responsibilities of Solving Problems Proactively

There Are No Antagonistic or Destructive Informal Groups in the Team

Fellowship with Complementary Roles

Seven Major Roles in a Team

Promote Cohesiveness by Perfecting the Composition of Team Roles

Informal Group Alliance

Principles of Coping with Different Types of Informal Groups

Five Critical Tactics of Informal Group Alliance

Tactic of Enticement

Tactic of Breakup

Tactic of Penetration

Tactic of Lurk

Tactic of Creation

Trust Circle

Four Critical Steps of Trust Circle Building

Establishment of Trust Circle

Expansion of Trust Circle

Radiation of Trust Circle

Evaluation of Trust Circle

Six Bonds of Building a Trust Circle

Bond of Common Background

Bond of Common Hobby

Bond of Common Interest

Bond of Common Working

Bond of Mutual Understanding

Bond of Common Values

Part IV Organizational Executive Leadership

12 Three Dynamic Optimizations of Organizational Executive Leadership.

Three Dynamic Optimizations of Organizational Executive Leadership

Dynamic Optimization of Talent Pool

Dynamic Optimization of Decision-making Mode

Dynamic Optimization of Leadership Style

Dynamic Optimization of Organizational Talent Pool

The Significance of Building Leadership Development Pipelines

Four Strategies of Developing Leadership Pipelines

Incorporate Successor Development in the Performance Evaluation of Existing Leaders

Link Succession Planning with Existing HR Management System

Identify the Gap of Job Requirements Between the Current Position and the Future Position of Successors

Establish Diversified Selection and Cultivation Mechanisms for Prospective Leaders

Quadrant .: High Performance/Low Potential

Quadrant .: High Performance/High Potential

Quadrant .: Low Performance/High Potential

Quadrant .: Low Performance/Low Potential

Dynamic Optimization of Decision-making Modes

Four Modes of Decision-making

Autocratic Way of Decision-making

Advisory Way of Decision-making

Consultative Way of Decision-making

Democratic Way of Decision-making

Seven Questions to be Reflected Upon While Choosing Decision-making Modes

Dynamic Optimization of Leadership Styles

Four Stages of Organizational Development

Level of Organizational Maturity

Level of Organizational Conformity

Development Stage of mc: Low Level of Maturity and Low Level of Conformity

Development Stage of mC: Low Level of Maturity but High Level of Conformity

Development Stage of MC: High Level of Maturity and High Level of Conformity

Development Stage of Mc: High Level of Maturity but Low Level of Conformity

Leadership Style Composed of Three Leadership Behaviors

Interpersonal Behaviors

Supportive Behaviors

Controlling Behaviors.

Leadership Styles and Corresponding Organizational Development Stages

Leadership Style of Partnering for the Development Stage of mc

Leadership Style of Coaching for the Development Stage of mC

Leadership Style of Decentralizing for the Development Stage of MC

Leadership Style of Parenting for the Development Stage of Mc

Conclusion-Learning and Practice of Gear-shifting Leadership

Principle 1: Comprehensive Mastery of Gear-shifting Leadership

Principle 2: Weakness Improvement in Gear-shifting Leadership

Principle 3: Prioritized Enhancement in Gear-shifting Leadership

Principle 4: Preparatory Development of Gear-shifting Leadership

Index.

Notes:

Description based on print version record.

ISBN:

1-00-301153-5

1-003-01153-5

1-000-36656-1

9781003011538

OCLC:

1240713227