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More About This Title Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices
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- Leadership and management behaviors that can be used to enhance organizational performance.
- Improvement programs, management systems, and structural forms that can be used to enhance organizational performance.
- Integrating direct and indirect forms of leadership.
- Balancing tradeoffs and competing demands related to performance.
- Adapting leadership to changing situations.
- Integrating leadership processes at different levels of an organization.
- Competencies relevant for effective leadership.
English
Richard Lepsinger is managing vice president of Right Management Consultants and the co-author of The Art and Science of 360û Feedback and The Art and Science of Competency Models (both from Pfeiffer).
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Acknowledgments ix
Preface xi
The Authors xv
1. The Nature of Effective Leadership 1
Leadership: Fact and Myth 3
Model of Flexible Leadership 11
Origins of the Model 19
Overview of the Book 22
Conclusions 23
Section I: Efficiency and Process Reliability 25
2. The Challenge of Improving Efficiency and Process Reliability 27
Examples of High Efficiency and Process Reliability 30
Conditions Affecting Efficiency and Process Reliability 34
Ways to Improve Efficiency and Process Reliability 36
Conclusions 37
3. Leadership Behaviors to Enhance Efficiency and Process Reliability 39
Operational Planning 39
Clarifying Roles and Objectives 45
Monitoring Operations and Performance 51
Solving Operational Problems 58
Relationships Among the Behaviors 60
Conclusions 62
4. Programs and Management Systems for Improving Efficiency and Process Reliability 63
Quality and Process Improvement Programs 63
Cost Reduction Programs 67
Management Systems and Structural Forms 70
Recognition and Reward Programs 74
Conclusions 76
Section II: Innovation and Adaptation 79
5. The Challenge of Adapting to the External Environment 81
Conditions Affecting the Importance of Adaptation 82
Examples of Failure in Adaptation 84
Examples of Successful Adaptation 87
Reasons for Success and Failure 89
Ways to Enhance Adaptations 96
Conclusions 98
6. Leader Behaviors to Enhance Adaptation 99
Monitoring the Environment 99
Strategic Planning 102
Envisioning Change 106
Building Support for Change 109
Implementing Change 111
Encouraging Innovative Thinking 115
Facilitating Collective Learning 118
Relationships Among Change-Oriented Behaviors 120
Conclusions 121
7. Programs, Systems, and Strategies for Enhancing Adaptation 123
Intrepreneurship Programs 123
External Benchmarking 125
Programs for Understanding Customers 127
Reward and Recognition Programs 129
Collective Learning Practices 130
Knowledge Management Systems 131
Structural Forms to Facilitate Innovation 133
Mergers, Acquisitions, and Strategic Alliances 135
Conclusions 140
Section III: Human Resources and Relations 141
8. The Challenge of Managing Human Resources 143
Conditions That Affect the Importance of Human Resources 144
Implications of Strategy for Human Resources 146
Examples of Good Human Relations 147
Examples of Human Relations Problems 150
Ways to Improve Human Resources and Relations 152
Conclusions 153
9. Leader Behaviors for Enhancing Human Resources 155
Supporting 155
Recognizing 158
Developing 162
Consulting 166
Empowering 169
Team Building 171
Relationships Among the Behaviors 173
Conclusions 174
10. Programs and Management Systems for Enhancing Human Resources 175
Human Resource Planning Systems 175
Employee Development Programs 178
Empowerment Programs 181
Recognition, Award, and Benefit Programs 185
Quality of Work Life Programs 187
Orientation and Team-Building Programs 189
Conclusions 190
Section IV: Finding the Right Balance 191
11. Multiple Challenges and Tradeoffs for Leaders 193
Tradeoffs Among the Three Performance Determinants 193
Changes in Performance Determinants 201
Examples of Effective Balancing 203
Other Tradeoffs for Leaders 207
Conclusions 215
12 The Path to Flexible Leadership 217
Guidelines for Effective Leadership 217
Competencies for Effective Leadership 228
Conclusion: The Essence of Flexible Leadership 236
Notes 239
Index 263
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—Mary Eckenrod, vice president, World Wide Talent Management, Cisco Systems, Inc.
"Yukl and Lepsinger present the full range of direct and indirect behaviors required to be an effective leader in a practical manner that is easy to understand and apply."
—Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business and Founding Director, William F. Achtmeyer Center for Global Leadership, Tuck School of Business, Dartmouth College
"One of the most sophisticated examinations of leadership to date. Moving beyond the all too prevalent simple recipes, Flexible Leadership paints a rich picture of the realities of leading. A wonderful resource for those who wish to become masterful leaders."
—Jay A. Conger, professor, London Business School
“If you want to learn what leadership is really all about, this is the book for you. It is about three core leadership tasks that can be learned by ordinary managers and integrated in accordance with the nature of your business and situation. This book provides a new and very useful framework for understanding what leaders must do to create sustainable performance."
—Michael Beer, professor emeritus, Harvard Business School, and chairman, Center for Organizational Fitness
"A leadership book that captures the complexity of a leader’s role while providing specific guidelines and tools that help you realize that being an effective leader is not out of your reach."
—Peter Voss, president and CEO,CDC IXIS Asset Management North America, L.P.
“I have always believed that a significant part of my job as a senior executive was to help develop effective leaders at all levels of my organization. Flexible Leadership provides an indispensable guide that will help leaders respond effectively to the challenges and choices they face on the job.”
—Bill Sheldon, president and CEO, Eisai, Inc.
