Leadership and Change Management


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Pages : 212; Paperback;
210 X 275 mm approx.

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Leadership and Change Management, Textbook, Workbook

Leadership and Change Management Contents

Part – I: The Mystique of Leadership

Chapter 1

 Understanding Leadership


Chapter 2

 Leadership Styles


Chapter 3

 Leadership Skills & Tactics


Chapter 4

 The Making of a Leader


Part – II: Path to Leadership

Chapter 5

 Leading a Learning Organization


Chapter 6

 Coaching Leaders


Chapter 7

 Developing Performing Teams


Chapter 8

 Leadership Succession


Part – III: Leadership Culmination

Chapter 9

 Level 5 Leadership


Chapter 10

 Narcissistic Leaders


Chapter 11

 Leadership Challenges


Part – IV: Change Mastery

Chapter 12

 Understanding Change


Chapter 13

 Implementing Change


Chapter 14

 Change Agents


Chapter 15

 Disruptive Innovation











Detailed Contents

Part I: The Mystique of Leadership

Chapter 1: Understanding leadership:
The difference between Leadership and Management: Leadership provides a direction for change while management deals with planning and budgeting; Leadership deals with aligning people while management deals with organizing and staffing; Leadership motivates people while management controls and solves problems: Evolution of leadership theories: Trait theories; Behavioral theories; Contingency approaches to leadership: Attributes of effective leaders: Self-awareness; Self-regulation; Motivation; Empathy; Social skills

Chapter 2: Leadership styles: Leadership styles: Authoritative style; Autocratic style; Benevolent style; Coaching style; Democratic Style; Pacesetting style; Expert style; Manipulative style; Bureaucratic style; participative style: Likert’s four styles: System 1 management; system 2 management system 3 management; system 4 management: Tannenbaum & Schmidt Continuum of leaders behavior: The pattern of behavior: The impact of leadership styles on work climate

Chapter 3: Leadership skills & tactics:
Persuasion skills: Skeptics; Charismatic; Followers; Controllers; Thinkers: Motivational skills: General Methods of Motivation; Motivating Frontline Staff: Lessons from the US Marine Corps; Motivating problems people: Conflict resolution skills: Leadership tactics: A model of power and influence; relations with Subordinates; Relations with superiors; A model of effectiveness of influence

Chapter 4: The Making of a Leader:
Making of a leader: Learning from experience: Developing next generation leaders: Context-specific; Level-specific; Use of role models; Dramatic; Learning value; storytelling in practice: Tying leadership development to organization goals: Consciousness; Future orientation; Execution; integration; Evaluation of development efforts

Part II: Path to Leadership

Chapter 5: Leading a Learning Organization:
Learning: The learning organization: Innovative learning: Leading a learning organization: Leader as a designer; Leader as a teacher; Leader as a steward

Chapter 6: Coaching Leaders:
Demistifying coaching: The leader as a coach: Improving as a coach; What can a coach do to be a better coach?

Chapter 7: Developing Performing Teams: Moving from command and control to teamwork: Understanding teams and teamwork: Principles of great teams: Shared dream; Mission is bigger than ego; Protection from leaders; Fostering enmity; Dare to be different; Pain & suffering; Strong leaders; Meticulous recruiting; Young and energetic: Great teams deliver: Team Size & Skills: Composition of teams: Leadership approaches that foster performance: Recruit for skill & skill potential; Be concerned about first impressions; Spend time together; Frame necessary guidelines to govern team behavior; Promote a culture of urgency and high standards; Value contribution and positive feedback; Identify tasks that can be accomplished immediately; Let the team define purpose and goals: Team Learning; Conflicts; Defensive routines; Overcoming defensive routines

Chapter 8: Leadership Succession: Leadership succession-an overview: Importance of the right CEO: Insider Vs outsider for CEO Job: Choosing the Right CEO: Involve the whole board of directors; Directors should design detailed criteria for the successor; Boards should be given the option to choose from a list of outside candidates also, along with insiders; Directors should base succession decisions on real human interaction; Boards should not rely too much on headhunters while scouting for candidates from outside; Boards should have an open and fair process; Smart human resources people should be involved; Succession planning should be a continuous process: Women CEOs

Part III: Leadership Culmination

Chapter 9: Level 5 leadership:
Classification of Leaders: The Level 5 Leader; The Level 4 Leader: Characteristics of Level 5 Leaders: Fierce will; Compelling humility :Operating Style of Level 5 Leaders: First Who, then What; Have faith, face hard facts; Hedgehog concept; Discipline Vs Freedom; Adopting technology

Chapter 10: Narcissistic Leaders:
Understanding Narcissism: Characteristics of Narcissistic Leaders: Compelling vision; Charisma; closeness leads to isolation; Emotionally isolated; Lack of empathy; Bad mentors; relentless and ruthless; workaholics; loyalty towards the organization; power hungry: Operating style on a narcissistic leaders: Manipulative; Controls communication; Controls decision making; Builds empire; Craves visibility; Blames other for failures: Balancing a narcissistic leader

Chapter 11: Leadership Challenges:
Challenges of Knowledge Work: Realities of E-commerce environment: Managing diversity: Factors that lead to increased diversity; Fostering creativity through diversity
Part IV: Change Mastery

Chapter 12: Understanding change:
Evolution of an Organization: The Creativity stage; The Stage of Direction-setting; The Stage of Decentralization; The Stage of Coordination; The Stage of Collaboration: Factors that Inhibit Change: Classification of Change: Dramatic Change; Systematic Change; Organic Change; Mode of Change: Revolution; Reform; Rejuvenation

Chapter 13: Implementing Change:
Transforming an Organization: Establishing a Sense of Urgency; Creating a Guiding Coalition; Developing a Vision and Strategy for Change; Communicating the Change Vision; Empowering Employees for Broad-Based Action; Scoring Short-term Wins; Consolidating Change: Understanding Organizational Culture: Formation of Organizational Culture; Role of founders in the formation of organizational culture: The Need to Change Culture: Changing the Culture; Changing Culture by Changing Mental Models

Chapter 14: Change Agents:
CEOs as change agents: Middle-level managers as Change agents: HR personnel as Change agents; Traditional role in new Circumstances; New role amid new circumstances; Consultants as Change Agents:

Chapter 15: Disruptive Innovation: The Rise and fall of great companies: Disruptive innovation: Factors that affect disruptive innovation: Taking root in disruption; Degree of integration; Bringing simplicity and convenience to customers: Creating the capabilities to cope with disruptive innovation: Building a new structure in an Existing organization; Creating a spin-off; Acquiring an organization: Target Market for Disruptive Innovation