Table of Contents

Acknowledgments ix

Preface xi

The Authors xv

1. The Nature of Effective Leadership 1

Leadership: Fact and Myth 3

Model of Flexible Leadership 11

Origins of the Model 19

Overview of the Book 22

Conclusions 23

Section I: Efficiency and Process Reliability 25

2. The Challenge of Improving Efficiency and Process Reliability 27

Examples of High Efficiency and Process Reliability 30

Conditions Affecting Efficiency and Process Reliability 34

Ways to Improve Efficiency and Process Reliability 36

Conclusions 37

3. Leadership Behaviors to Enhance Efficiency and Process Reliability 39

Operational Planning 39

Clarifying Roles and Objectives 45

Monitoring Operations and Performance 51

Solving Operational Problems 58

Relationships Among the Behaviors 60

Conclusions 62

4. Programs and Management Systems for Improving Efficiency and Process Reliability 63

Quality and Process Improvement Programs 63

Cost Reduction Programs 67

Management Systems and Structural Forms 70

Recognition and Reward Programs 74

Conclusions 76

Section II: Innovation and Adaptation 79

5. The Challenge of Adapting to the External Environment 81

Conditions Affecting the Importance of Adaptation 82

Examples of Failure in Adaptation 84

Examples of Successful Adaptation 87

Reasons for Success and Failure 89

Ways to Enhance Adaptations 96

Conclusions 98

6. Leader Behaviors to Enhance Adaptation 99

Monitoring the Environment 99

Strategic Planning 102

Envisioning Change 106

Building Support for Change 109

Implementing Change 111

Encouraging Innovative Thinking 115

Facilitating Collective Learning 118

Relationships Among Change-Oriented Behaviors 120

Conclusions 121

7. Programs, Systems, and Strategies for Enhancing Adaptation 123

Intrepreneurship Programs 123

External Benchmarking 125

Programs for Understanding Customers 127

Reward and Recognition Programs 129

Collective Learning Practices 130

Knowledge Management Systems 131

Structural Forms to Facilitate Innovation 133

Mergers, Acquisitions, and Strategic Alliances 135

Conclusions 140

Section III: Human Resources and Relations 141

8. The Challenge of Managing Human Resources 143

Conditions That Affect the Importance of Human Resources 144

Implications of Strategy for Human Resources 146

Examples of Good Human Relations 147

Examples of Human Relations Problems 150

Ways to Improve Human Resources and Relations 152

Conclusions 153

9. Leader Behaviors for Enhancing Human Resources 155

Supporting 155

Recognizing 158

Developing 162

Consulting 166

Empowering 169

Team Building 171

Relationships Among the Behaviors 173

Conclusions 174

10. Programs and Management Systems for Enhancing Human Resources 175

Human Resource Planning Systems 175

Employee Development Programs 178

Empowerment Programs 181

Recognition, Award, and Benefit Programs 185

Quality of Work Life Programs 187

Orientation and Team-Building Programs 189

Conclusions 190

Section IV: Finding the Right Balance 191

11. Multiple Challenges and Tradeoffs for Leaders 193

Tradeoffs Among the Three Performance Determinants 193

Changes in Performance Determinants 201

Examples of Effective Balancing 203

Other Tradeoffs for Leaders 207

Conclusions 215

12 The Path to Flexible Leadership 217

Guidelines for Effective Leadership 217

Competencies for Effective Leadership 228

Conclusion: The Essence of Flexible Leadership 236

Notes 239

Index 263

About the Author

Gary Yukl is a professor of management at the the University at Albany, State University of New York and the author of ten books, including Leadership in Organizations (5th ed.) (Prentice Hall).

Richard Lepsinger is managing vice president of Right Management Consultants and the co-author of The Art and Science of 360û Feedback and The Art and Science of Competency Models (both from Pfeiffer).