Efnisyfirlit

• How Great Leaders Think: The Art of Reframing
• Copyright
• Contents
• Preface
• Acknowledgments
• Part 1: Leadership in Four Dimensions
  • Chapter 1: Introduction: The Power of Reframing
    • The Curse of Cluelessness
    • Framing
    • Frame Breaking
    • Four Leadership Frames
      • Factories
      • Families
      • Jungles
      • Temples and Carnivals
    • Multiframe Thinking
    • Conclusion
• Part 2: Structural Leadership
  • Chapter 2: Getting Organized
    • Structure at United Parcel Service (UPS)
    • McDonald’s and Harvard: A Structural Odd Couple
    • Elements of Social Architecture
    • Contextual Factors
      • Size and Age
      • Core Process
      • Strategy and Goals
      • Information Technology
      • Nature of the Workforce
    • Applying the Structural Frame
    • Conclusion
  • Chapter 3: Organizing Groups and Teams
    • Lord of the Flies
    • Saga of the Trapped Chilean Miners
    • Comparing Leadership Dynamics
    • Task and Structure in Teams
    • Structures of Sports Teams
      • Sum of the Parts: Baseball
      • Planning the Next Move: Football
      • Coordination on the Fly: Basketball
    • Conclusion
• Part 3: Human Resource Leadership
  • Chapter 4: Leading People
    • Treat ‘em Like Dirt
    • Semco: Investing in People
      • Developing a Philosophy and Values
      • Hiring the Right People
      • Keeping Them
      • Investing in People
      • Sustaining Power to the People
      • Promoting Diversity
    • Men’s Wearhouse: Getting It Right
    • Conclusion
  • Chapter 5: Seeing Ourselves as Others See Us
    • Ellen and Don
    • Self-Awareness
    • Leadership Skills: Advocacy and Inquiry
    • Conclusion
• Part 4: Political Leadership
  • Chapter 6: The Leader as Politician
    • Political Skills
      • Setting Agendas
      • Mapping the Political Terrain
      • Networking and Building Coalitions
      • Bargaining and Negotiation
    • A Case Example: The Troubled Auditor
    • Conclusion
  • Chapter 7: The Leader as Warrior and Peacemaker
    • Steve Jobs: The Warrior
    • Enter Bob Iger: The Peacemaker
    • Orchestrating Conflict: Raise or Lower the Flame?
      • The Peacemaker: Cooling the Flame
      • The Warrior: Turning Up the Heat
    • A Case Example: Lois Payne
    • Conclusion
• Part 5: Symbolic Leadership
  • Chapter 8: The Leader as Magician
    • Cultural Revival at Starbucks
      • The Memo
      • The Uproar
      • Barista Boot Camp
      • Reinventing an Icon
      • Leadership Summit
      • 2008 Annual Meeting: Building Confidence
      • The Galvanizing Extravaganza
      • Reviewing the Cultural Threads of the Starbucks Story
    • The Ways of Magic: How Symbolic Leaders Work
      • Symbolic Leaders Respect and Use History
      • Symbolic Leaders Interpret Experience
      • Symbolic Leaders Develop and Communicate a Hopeful Vision
      • Symbolic Leaders Lead by Example
      • Symbolic Leaders Tell Stories
      • Symbolic Leaders Convene Rituals and Ceremonies
    • Conclusion
  • Chapter 9: Seeking Soul in Teams
    • The Eagle Group: Reasons for Success
      • Signing Up
      • Leadership Diversity as a Competitive Advantage
      • Example, Not Command
      • Specialized Language
      • Stories
      • Humor and Play
      • Ritual and Ceremony
      • The Contribution of Informal Cultural Players
    • Building a Soulful Team
    • Conclusion
• Part 6: Improving Leadership Practice
  • Chapter 10: Reframing in Action
    • Benefits and Risks of Reframing
    • Reframing for Newcomers and Outsiders
    • Conclusion
  • Chapter 11: Images of Leadership: Can Crooked Kites Fly?
    • Metrics Maestro: Amazon’s Jeff Bezos
    • Leader of the Tribe: Zappos’s Tony Hsieh
    • Authentic Engineer: Xerox’s Ursula Burns
    • Warrior Artist: Apple’s Steve Jobs
    • Conclusion
  • Chapter 12: Leadership and Change
    • Limits of Leadership
    • Carriers Versus Catalysts of Change
    • The Frames and Change
    • Resurrection at Ford Motor
    • Conclusion
  • Chapter 13: Searching for Soul: Leadership Ethics
    • Soul and Spirit in Organizations
    • The Factory: Excellence and Authorship
    • The Family: Caring and Love
    • The Jungle: Justice and Power
    • The Temple: Faith and Significance
    • Conclusion
  • Chapter 14: Great Leaders, Great Stories
    • Worldviews, Frames, and Stories
      • The Leader’s Worldview
      • The Leader’s Story
    • Conclusion
• Appendix: Leadership Orientations
  • Scoring and Interpretation
    • Computing Scores
    • Interpreting Scores
    • Comparison Scores
• Notes
• The Authors
• Index
• End User License Agreement

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