Gear-Shifting Leadership : A Manager’s Guide for Developing Effective Leaders, Second Edition (Hardcover)

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 One Followership --------------------------------------------------------------------------- Chapter One Followers and Leaders Why Should Leaders Develop "Followership"? -------------------------------------------- The Basic Definition and Connotation of Followership------------------------------------ Interaction Between Followers and Leaders------------------------------------------------- Chapter Two Two Cores of Followership 5Q Model of Leaders’ "Self-management" --------------------------------------------------- Seven Laws of Leaders’ "Upward Management" -------------------------------------------- Part Two Face-to-face Leadership ---------------------------------------------------------- Chapter Three 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 ----------------------------------------- Chapter Four Face-to-face Leadership--Boundary-defined Delegation Form Closed Loops of Execution Through Effective Delegation ----------------------- Boundary-Defined Delegation -------------------------------------------------------------------- Guard Against "Anti-delegation" From Subordinates --------------------------------------- Chapter Five Face-to-face Leadership--Inner-driven Motivation Inner-driven Motivation V.S. Material incentive ------------------------------------------- Four Types of Inner Drive ------------------------------------------------------------------------ Eight Incentive Levers of Inner-driven Motivation ------------------------------------------ Chapter Six Face-to-face Leadership--Dual-track Mentoring Two Major Tracks of Subordinate’s Ability ------------------------------------------------- Forms and Rules of Perfect Coaching ------------------------------------------------------- Modes and Principles of Effective Counselling -------------------------------------------- Chapter Seven Face-to-face Leadership -- Preventive Intervention Behavioral Intervention VS Performance Assessment --------------------------------- Five "Murphy’s Behaviors" In Urgent Need of Intervention ---------------------------- Seven Golden Steps of Intervention Interview -------------------------------------------- Part Three Indirect Leadership ---------------------------------------------------------- Chapter Eight Three Major Roles of Indirect Leaders Upgrade From Face-to-face Leadership To Indirect Leadership --------------------------- WWH Analysis Model of Macro Performance ---------------------------------------------- Three Key Roles of Indirect Leaders --------------------------------------------------------- Three Performance Indicators of Indirect Leadership ------------------------------------ Chapter 9 Enhancement of The Centripetal Force of a Team The 3V Tools of "Psychological Contract" ---------------------------------------------------- Value Root -------------------------------------------------------------------------------------------- Vision Anchor ----------------------------------------------------------------------------------------- Victory Chain ------------------------------------------------------------------------------------------ Chapter 10 Enhancement of The Executive Force of a Team Three Components of the Executive Force of a Team ------------------------------------- Absolute Non-Negotiables ------------------------------------------------------------------------- Standard Execution Procedures ------------------------------------------------------------------ Key Responsibility Matrix --------------------------------------------------------------------------- Chapter Eleven Enhancement of The Cohesive Force of a Team Interpersonal synergy Quotient of a Team ----------------------------------------------------- Fellowship with complementary roles ------------------------------------------------------------ Informal Group Alliance ------------------------------------------------------------------------------ Trust Circle ---------------------------------------------------------------------------------------------- PART Ⅳ Organizational Executive Leadership --------------------------------------- Chapter Twelve Three Dynamic Optimizations of Organizational Executive Leadership Three dynamic Optimizations of Organizational Executive Leadership ---------- Dynamic Optimization of Organizational Talent Pool -------------------------------------- Dynamic Optimization of Decision-making Modes ----------------------------------------- Dynamic optimization of leadership styles ------------------------------------------------ Conclusion Learning and Practice of Gear-shifting Leadership ----------