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Table Of Contents

INTRODUCTION
WHAT IS LEADERSHIP AND WHY IS IT NECESSARY?
ELEMENTS OF THE ORGANIZATION
THE LEADERSHIP MODEL
THE BALANCED PARADIGM
WHY START HERE?
LEADERSHIP: ART OR SCIENCE?
CAN LEADERSHIP BE TAUGHT?
HISTORY AND SITUATIONAL LEADERSHIP
THE ARENA OF THE LEADER
OPEN SYSTEMS
THE ORGANIZATION AS AN OPEN SYSTEM
THE ORIGINS OF THE ORGANIZATION
THE TUCKMAN MODEL—FORM-STORM-NORM-PERFORM
INDIVIDUALS AND THEIR MOTIVATION
OBJECTIVES
THE MILITARY MODEL
LEADERSHIP CAPITAL
LEADING CULTURAL CHANGE
PRIMARY MECHANISMS
SECONDARY MECHANISMS
NARRATIVES AND CASES
THE LEADERS THOUGHT AND ACTION PROCESS
THE NEW LEADER AUDIT
ASLEEP ON WATCH
THE GUNNY’S FIRST SALUTES
GENERAL LEE TO THE REAR
BODY COUNTS IN VIETNAM
NORMANDY 194425
HARDCORE RECONDO SIR!
JOHN MCCAIN IN HANOI
WASHINGTON AT THE SECOND BATTLE OF TRENTON
THE COOPER RIVER
WASHINGTON IN THE TRENCHES
APPROACHING OKINAWA
BRIGADIER GENERAL KENNETH WALKER
CANDIDATE JONES
DOC BRYAN AND THE MAJOR
LISTENING POWER
PLANE IN THE WATER!
ROBERT E. LEE IN CHURCH
SAMPLING THE CREW’S MESS
TALKING TO THE ADMIRAL
THE SS QUALIFICATION BOOK
THE YEOMAN’S EVALUATION
THE ZONE INSPECTION
FIGHTER PILOTS AND OODA LOOPS
HAVE YOU CHECKED THEIR FEET?
MANEUVERING AT HIGH SPEED
CROSS TRAINING AND COHESION
LUNCH WITH THE CHIEF
THE LAST PATROL
RECOVERY ELEMENT ONE—AD HOC TEAM BUILDING
THE REINVENTING LICENSE
LEMAY’S FIRST MISSION
CREW CARE—BARRACKS VS. DORMITORIES
THE CASE FOR HUMOR
HITLER, ALEXANDER THE GREAT, AND PRESENCE
HOLD ON GENERAL!
A GENERAL IN THE TENT
CHANGE OF COMMAND
BUSINESS CASES
THE LONG MEETING—USING STRUCTURE
A CIRCUIT DESIGN PROBLEM?
LATE NIGHT CALLS
MARCH TO THE SOUND OF THE CANNONS
THE NEW OPERATING ROOM NURSE
SALES QUOTAS IN A MANUFACTURING COMPANY
THE 7 AM SUPPORT CALL
WORKING BOY AND MR. JOHN SLEDGE
THE TEN AND TWENTY-FIVE PERCENT SOLUTION
THE CUSTOMER IS NOT ALWAYS RIGHT
FORCED RANKING
EXPENSE REPORT ISSUES
SAFETY BONUS?
MONEY BALL-CONSTRAINTS AND CREATIVITY
THE HOSPITAL EMERGENCY PLAN
PENN STATE AND PATERNO
THOUGHT LEADERSHIP AND VISION
THE SIX WEEK ITINERARY
COMMUNICATION—FROM CORPORATE TO THE FIELD
GEORGE WASHINGTON—TRANSACTIONAL LEADER
WATER, MORE WATER!
NO SURPRISE INSPECTIONS
TOXIC OR JUST TRUTH?
AN ENGINEERING PROBLEM
COMMUNICATING DOWN INTO THE RANKS
KNOW THEIR STORY
EDUCATION
A NUN AND A BOMB
DON’T TEACH TOO FAST
NOT ENOUGH WRITE-UPS
THE AFTER PRACTICE SESSIONS
PERFORMANCE ENHANCING DRUGS
THE PRACTICE INTERVIEWS
ETHICS AND LEGACY LEADERSHIP— THE SLEEPING SURGEON
LATE ARRIVALS AND SICK DAYS
KURT HAHN’S TRACK MEET
THE PHILOSOPHY CLASS VICTORY MARCH
INDEX
ENDNOTES
RESOURCES FOR LEADERSHIP
MOVIES
ORATORY
WEB RESOURCES
P. 1
TRANSFORMING!: How Managers Become Leaders

TRANSFORMING!: How Managers Become Leaders

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Published by Trafford
Transforming-—How Managers Become Leaders addresses the issues pertinent to both first -time supervisors and leaders at every level. While anyone may read and gain from the content, Transforming is designed to be used as a facilitative tool by groups through the generation of discussion and creative conflict. It stresses a critical thinking approach that can be applied to leadership issues and values using narratives from the author’'s personal experiences and historical references. Each of the narratives is an actual event and is approached from an analytical perspective in order to build a discussion around the values and actions of leaders. The goal of the work is to articulate the differences between mere managers and those who seek to transform the workplace through leadership of human capital.
Transforming-—How Managers Become Leaders addresses the issues pertinent to both first -time supervisors and leaders at every level. While anyone may read and gain from the content, Transforming is designed to be used as a facilitative tool by groups through the generation of discussion and creative conflict. It stresses a critical thinking approach that can be applied to leadership issues and values using narratives from the author’'s personal experiences and historical references. Each of the narratives is an actual event and is approached from an analytical perspective in order to build a discussion around the values and actions of leaders. The goal of the work is to articulate the differences between mere managers and those who seek to transform the workplace through leadership of human capital.

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Publish date: Sep 16, 2013
Added to Scribd: Sep 22, 2013
Copyright:Traditional Copyright: All rights reservedISBN:9781490713670
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