Chapter
Exponential rate of change
Employee engagement, mobility and cynicism
Strategy to reality: the execution gap
Future agenda: the capability requirement
Leading through leaders: effects-based leadership (EBL)
02 Propositions
about organizations, leadership,
people and work
Organizational effectiveness: the corporate context of leadership
Leadership, people and work
Paradox: discipline and freedom
The pyramid of leadership learning
Differences and similarities in leadership
Leadership, leaders and teams
Impact of ‘organization’ on behaviour
The ‘three-layer group’ and its leader
People’s expectations and desires
03 The role of a leader: Creating the ACE conditions for success
ACE as a leader’s job description
ACE as an organizational and leadership effectiveness assessment and diagnostic tool
ACE as a leadership and organization effectiveness diagnostic tool
Organizational conditions: integrated leadership
04 Understanding leadership ability
Leadership and leader defined
Leadership and management
The leader and shared leadership
The relationship between leader and follower
The what of leadership: leadership knowledge and skills to perform functions
The leader’s role in clarifying role relationships
The how of leadership: leadership style and behaviour
Leader/follower relationships
Personal values and standards
Power, authority and leadership behaviour
Leadership thought: how people think and intellect aligned to level of work
Annex A: Leadership role profile
05 Communication –
the lubricant of the leadership engine
Clarity and aligned communication channels
1 Formal and direct/conscious communication
2 Informal and direct/conscious communication
3 Formal and indirect/subconscious communication
4 Informal and indirect/subconscious communication
Communication in an organizational structure
06 Leading transformation
and change
Routecard for leading change
Emotional responses during change
Part two Developing
the ACE Conditions for Success
Section 1:Developing Ability
07 Introduction to developing ability
08 Understanding people, behaviour and emotional intelligence
Basic psychology – the study of the mind
and behaviour
Human nature: collaborate and compete
Human behaviour and emotional intelligence
Emotional intelligence: the enabler of adaptable and appropriate leadership style
09 Interpersonal communication:
the currency of leadership
Leader–team communication
The communication process
Style of communication and assertiveness
Coaching conversation agenda
Promotion and maintenance of the desire to learn
Confirmation that training has been assimilated
11 Influence,
persuasion and conflict resolution
Part Two Developing
the ACE Conditions for Success
Section 2:Clarity and Engagementat Every Level
12 The leadership work of creating clarity
and engagement: problems, decisions and plans
Problems to solve, decisions to make
A trio of recurring, cascading and iterating processes
13 People, personality and decision making
14 Decision making:
the appreciation
The appreciation in detail
Task and time schematic plan
Appreciations at the strategic level
Other problem-solving tools and techniques
The appreciation and personality types
Examples of appreciations
Annex A: Standard Operating Procedure (SOP) for meetings and minutes
Annex B: Appreciation template
Annex C: Project/task outline plan template
Annex D: Strategic plan and second-order task tracking document template
Communication: routine briefing and updates
Project management and routine leadership
16 Cascade of planning and briefing
Extraction of relevant information
Communication in an organizational structure
17 The intelligence system to inform decision making
Intelligence and planning
18 Directing, coordinating, controlling and evaluating progress
Part Two Developing
the ACE Conditions for Success
Section 3: Shaping the Environment
19 Introduction
to shaping
the environment
Characteristics of groups and teams
Stages of team development
21 The essential intangibles:
morale, loyalty
and trust
22 The role of organization
and structure in leadership
Principles of organization
23 Organization ethos and culture: built to adapt and to last
Leading Through Leaders
：Driving Strategy, Execution and Change
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