"Preface Chapter 1. Leaders as Followers Leading Without Authority Leaders as a Different Breed of Cat Leading Leaders against Iraq French-Fried Leadership Lessons for Leading Leaders Chapter 2. Leading One-on-One Defining Leadership Leadership as Relationship Communication as the Key to Leadership Relationships Leadership up Close and Personal Interest-Based Leadership Choosing the Right Leadership Medium The Building Blocks of Leadership Relationships Work on the Relationship Chapter 3. The Art of Strategic Leadership Conversation The Game of Strategic Conversation The Case of Hans Brandt Seven Rules for Strategic Conversations Define and Stay Focused on Your Goal Get to Know the Other Person and Especially That Person's Interests Appeal to and Shape Those Interests Anticipate the Other Person's Possible Actions and Reactions Generate Options Together Evaluate the Options Using a Fair Process Decide and Gain Commitment for the Decision Chapter 4. The Seven Daily Tasks of Leadership A Follower's Guide to Leadership The Multi-Tasking Leader Chapter 5. Task No. 1: Direction - Negotiating the Vision Determining the Direction, the Way, the Vision Visionary Prophet or Visionary Diplomat? Securing Commitment to the Direction Overseeing Direction Negotiating a Vision for Goldman Sachs Negotiating a Direction Conclusion: Rules for Negotiating a Direction Chapter 6. Task No. 2: Integration - Making Stars a Team Custodial Leadership? The Follower's Dilemma Barriers to Integration No Perceived Common Interests Lack of Felt Shared History Too Much Bad History Poor Internal Communications Cultural Differences Spoilers Divide-and-Conqueror Leadership Removing the Barriers to Integration Make Common Interests Apparent Through Meaningful Activity Make History Bridge the Cultural Divide Become a Communications Engineer Co-Opt or Isolate Spoilers Adopt a Unite-and-Empower Style of Leadership Conclusion: Rules for Creating Integration Chapter 7. Task No. 3: Mediation - Settling Leadership Conflicts The Leader as Mediator Robyn v. Luis The First Step: Understand Interests Your Role as Leader-Mediator Process Communications Substance Mediation Power Tools Reward Coercion Expertise Legitimacy Reference Coalitions and Networks Conclusion: Rules for Using Mediation Power Tools Chapter 8. Task No. 4: Education - Teaching the Educated Leaders as Managers of the Learning Process Diagnosing the Learning Problem Know Your Students, but Don't Treat Them Like Students Use Existing Frameworks and Terminology One-on-One Education Advise and Consent, Not Command and Control Framing the Problem Never Give a Solo Performance Conclusion: Rules for Educating the Educated Chapter 9. Task No. 5: Motivation - Moving Other Leaders The Nature of Motivation Interest-Based Motivation Motivating the Person Who Has Everything One Size Does Not Fit All Motivation, Not Manipulation Convincing Conviction Looking Ahead and Feeding Back Conclusion: Rules for Providing Motivation Chapter 10. Task No. 6: Representation - Leading Outside the Organization The Demands of Representation The Functions of Leadership Representation Resource Acquisition Relationship Management Image Projection A Tale of Two Photos Choosing Your Shots The Leader's Mandate A User's Guide to Representation The Loyal Leader Interest-Based Representation Conclusion: Rules for Leadership Representation Chapter 11. Task No. 7: Trust Creation Capitalizing Your Leadership Trust Me What is Trust and Why is it Important? Raising Trust Capital Openness Trust by Increments Obstacles to Trust Conclusion: Rules of Trust Index"
Jeswald W. Salacuse is Professor of Law and former Dean at the Fletcher School of Law at Tufts University. He has served as a Ford Foundation executive in the Middle East and Africa, directed a research institute in the Congo and been a consultant to multinational corporations, universities, major law firms and international organisations.
"This is a great book." -Training magazine
"This is a great book." -"Training magazine"
“This is a great book.” -"Training magazine"
"This is a great book." -"Training magazine"
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