1st Edition
Four-Cornered Leadership A Framework for Making Decisions
Leadership Defined
Leadership and Profound Knowledge
Leadership Competencies
Leadership, Power, and Followers
Leadership and Management
Leadership Approaches
Leadership Implications
Understand the Importance of System Interdependencies
Introduction
The Organization as an Open System
Processes are the Culprit not the People
Coordinating and Controlling Processes
Coordination
Control
The Leaders Role
Understand Why People Behave as They Do
Introduction
Complexity of Human Nature
Group and Organizational Dynamics
Organization Setting and Structure
Task Complexity and Character
Interpersonal Skills and Attributes
Group Norms and Cohesiveness
Group Development
Group Interaction Patterns
Group Communication
Group Decision Making
Group Task Accomplishment
Group Support
Conflict, Competition, and Cooperation
Lessons Learned
Understand How People Learn, Develop, and Improve
Introduction
Learning is about Theory
Organizational Learning
Learners Are Not All Alike
Growth Comes From Lessons Learned
Reinforcing and Sustaining Learning
Understand the Variability of Work
Introduction
Data Provide the Basis for Decision-Making
System Ups and Downs are a Matter of Routine
Visualizing Process Variability
Process Behavior Chart
Interpreting Process Behavior
Tampering Can Be Costly
So What?
Give Meaning, Purpose, and Direction to the Job at Hand
Introduction
Purpose and Why It Is Important
Creating the Purpose
The Process and How to Make it Happen
Listen
Synthesize
Create
Communicating the Purpose
Anchoring the Purpose through Constancy of Action
Interpreting the Organization’s Purpose through Planning
Appreciating that the Job At Hand Has Just Begun
Manage the Dynamics, Interdependencies, and Interaction
Introduction
Plan for the Future
Create Less Structure and Share Tasks
Delegate and Coordinate
Problem Solve and Make Decisions
Monitor Results
Drive Out Fear
Build Trust
Final Thoughts
Appendix
Assess Your Ability as a Profound Leader
Affinity Technique
Force Field Analysis
References
References
Index
Biography
John Roland Schultz is an independent management consultant and retired college professor. For 20 years, he taught management and supervisory development courses and was a program director overseeing an advanced technical certificate in quality management. Prior to teaching, his work experience included 25 years as a consultant, technical services manager, and new product development engineer. He has performed doctoral study in adult education, has a master of science degree in management, and has undergraduate degrees with a focus on industrial management and organizational behavior.
