Chapter
1 Leading from the inside out
PART 2: UNDERSTANDING THE FIVE ROLES
PART 4: EXPANDING YOUR ROLE REPERTOIRE
PART 5: RESOURCES FOR DEVELOPING OTHERS
3 The five roles – an overview
4 Arriving at the five roles
WHAT DO SUCCESSFUL LEADERS DO?
WHAT DO SUCCESSFUL LEADERS PAY ATTENTION TO?
THE FIVE LEADERSHIP ROLES
Part 2: Understanding the five roles
THE EDGY CATALYSER ROLE IN A NUTSHELL
ALL ABOUT THE EDGY CATALYSER ROLE
HEART AND SOUL OF THE EDGY CATALYSER ROLE
THE EDGY CATALYSER’S INNER EXPERIENCE
THE EDGY CATALYSER’S OUTER PRESENTATION
ORGANIZATIONAL ASPECTS OF THE EDGY CATALYSER ROLE
EXAMPLES OF EDGY CATALYSERS
6 The Visionary Motivator
THE VISIONARY MOTIVATOR ROLE IN A NUTSHELL
ALL ABOUT THE VISIONARY MOTIVATOR ROLE
HEART AND SOUL OF THE VISIONARY MOTIVATOR ROLE
THE VISIONARY MOTIVATOR’S INNER EXPERIENCE
THE VISIONARY MOTIVATOR’S OUTER PRESENTATION
ORGANIZATIONAL ASPECTS OF THE VISIONARY MOTIVATOR ROLE
EXAMPLES OF VISIONARY MOTIVATORS
THE MEASURED CONNECTOR ROLE IN A NUTSHELL
ALL ABOUT THE MEASURED CONNECTOR ROLE
HEART AND SOUL OF THE MEASURED CONNECTOR ROLE
THE MEASURED CONNECTOR’S INNER EXPERIENC
THE MEASURED CONNECTOR’S OUTER PRESENTATION
ORGANIZATIONAL ASPECTS OF THE MEASURED CONNECTOR ROLE
EXAMPLES OF MEASURED CONNECTORS
8 The Tenacious Implementer
THE TENACIOUS IMPLEMENTER ROLE IN A NUTSHELL
ALL ABOUT THE TENACIOUS IMPLEMENTER ROLE
HEART AND SOUL OF THE TENACIOUS IMPLEMENTER
THE TENACIOUS IMPLEMENTER’S INNER EXPERIENCE
THE TENACIOUS IMPLEMENTER’S OUTER PRESENTATION
ORGANIZATIONAL ASPECTS OF THE TENACIOUS IMPLEMENTER ROLE
EXAMPLES OF TENACIOUS IMPLEMENTERS
9 The Thoughtful Architect
THE THOUGHTFUL ARCHITECT ROLE IN A NUTSHELL
ALL ABOUT THE THOUGHTFUL ARCHITECT ROLE
THE HEART AND SOUL OF THE THOUGHTFUL ARCHITECT
THE THOUGHTFUL ARCHITECT’S INNER EXPERIENCE
THE THOUGHTFUL ARCHITECT’S OUTER PRESENTATION
ORGANIZATIONAL ASPECTS OF THOUGHTFUL ARCHITECTS
EXAMPLES OF THOUGHTFUL ARCHITECTS
10 What roles do effective leaders use?
OBJECTIVES OF THE RESEARCH
ROLES USED BY EFFECTIVE LEADERS
ARE THE ROLES INDEPENDENT OF EACH OTHER?
WHAT TYPE OF LEADER ARE YOU?
WHICH OF THE FIVE ROLES DO YOU FIND HARDEST TO ADOPT?
WHICH OF THE FIVE ROLES IS MOST ATTRACTIVE AS A ROLE MODEL?
WHICH OF THE ROLES WOULD YOU LEAST LIKE TO BE LED BY?
WHICH ARE THE MOST AND LEAST PREVALENT STYLES IN YOUR ORGANIZATION?
11 Which roles are needed when?
MERGER, ACQUISITION OR TAKEOVER
WORKING WITH PARTNERS AND STAKEHOLDERS
IMPROVING SUPPLY CHAIN MANAGEMENT
NEW PRODUCT OR SERVICE TO BE DESIGNED AND LAUNCHED
NEW LEGISLATION, TIGHTER COMPLIANCE AND CRITICAL PROJECT – WELL-DEFINED CHANGE
COMPLEX WHOLE-ORGANIZATION CHANGE, CULTURAL CHANGE AND WORKING TOWARDS A FIVE-YEAR STRATEGY – LONG-RANGE COMPLEX CHANGE
WELL-DEFINED CHANGE VERSUS LONG-RANGE COMPLEX CHANGE
Part 4: Expanding your role repertoire
13 How to step into a new role
KNOWING WHAT YOU ARE ABOUT
KNOWING YOUR FLEXIBILITY AND YOUR ASPIRATIONS
CHALLENGING YOUR LIMITING BELIEFS AND AIMING HIGH!
THE POWER OF ROLE PLAYING
HOW TO GET INTO A NEW ROLE
DEVELOP YOUR ‘IN THE MOMENT’ SPONTANEITY
DEVELOPING THE EDGY CATALYSER IN YOU
DEVELOPING THE VISIONARY MOTIVATOR IN YOU
DEVELOPING THE MEASURED CONNECTOR IN YOU
DEVELOPING THE TENACIOUS IMPLEMENTER IN YOU
DEVELOPING THE THOUGHTFUL ARCHITECT IN YOU
THE SHADOW SIDE OF THE FIVE LEADERSHIP ROLES
SOME PRACTICAL IDEAS FOR WORKING WITH THE SHADOW
Part 5: Resources fordeveloping others
15 Useful exercises for groups and teams
MORE SHORT EXERCISES TO EXPLORE THE FIVE ROLES
Making Sense of Leadership
：Exploring the Five Key Roles Used by Effective Leaders
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