Gear-Shifting Leadership: A Manager’s Guide for Developing Effective Leaders

Mid- And High-Level Managers Need More Comprehensive LeadershipFour Gears Of Leadership DevelopmentI FollowershipFollowers and LeadersWhy Should Leaders Develop Followership?The Basic Definition and Connotation of FollowershipInteraction Between Followers and LeadersTwo Cores of FollowershipQ Model of Leaders’ Self-managementSeven Laws of Leaders’ Upward ManagementUpward Management Law I: Understand and Cater to the Behavioral Types of SuperiorsUpward Management Law II: Diagnose the Emotional Cycles of SuperiorsUpward Management Law III: Eliminate the Blind Zones of Superiors’ SupervisionUpward Management Law IV: Provide Timely Support to SuperiorsUpward Management Law V: Help Superiors Manage Their TimeUpward Management Law VI: Present Problems as well as SolutionsUpward Management Law VII: Promise What You Are Able to DoII Face-to-face LeadershipFour Driving Wheels of Face-to-face LeadershipThe Four “Don’t Know” Root Causes of Performance GapFour Driving Wheels of Face-to-face LeadershipFace-to-face Leadership: Boundary-Defined DelegationForm Closed Loops of Execution Through Effective DelegationBoundary-defined DelegationExpected ResultsRestrictive TermsLevel of AuthorityTime TableInformationResourcesChallengesSupportGuard Against Anti-delegation from SubordinatesFace-to-Face Leadership—Inner-Driven MotivationInner-Driven Motivation versus Material IncentiveFour Types of Inner DriveInner Drive of MeaningfulnessInner Drive of OwnershipInner Drive of ReturnInner Drive of Self-confidenceFace-to-face Leadership—Dual-Track MentoringTwo Major Tracks of Subordinate’s AbilityForms and Rules of Perfect CoachingFour Types of Situational CoachingFive Key Rules of Perfect CoachingModes and Principles of Effective CounselingFour Modes of Situational CounselingFour Principles of Effective CounselingFace-to-Face Leadership—Preventive InterventionBehavioral Intervention versus Performance AssessmentFive Murphy’s Behaviors in Urgent Need of InterventionSeven Golden Steps of Intervention InterviewStep 1: Show RecognitionStep 2: Present FactsStep 3: Amplify SeriousnessStep 4: Review Previous ExpectationsStep 5: Get PromisesStep 6: Provide Support/Set Punitive MeasuresStep 7: Express Gratitude and EncouragementIII Indirect LeadershipThree Major Roles of Indirect LeadersUpgrade from Face-to-face Leadership to Indirect LeadershipWWH Analysis Model of Macro PerformanceEvaluation Form of the Macro Performance of Your TeamThree Key Roles of Indirect LeadersThree Performance Indicators of Indirect LeadershipSelf-evaluation Form of Five Leadership RolesHow Do the Behaviors in the Following Table Match Those of Yours?Enhancement of the Centripetal Force of a TeamThe 3V Tools of Psychological ContractVision AnchorThree Major Approaches to Setting Effective Vision AnchorCombining Way of Vision SettingExtracting Way of Vision SettingRadiating Way of Vision SettingFABTE Mode of the Publicity of Vision AnchorValue RootValues Are the Roots of Employees’ BehaviorsV Principles of the Promotion of ValuesVictory ChainEnhancement of the Executive Force of a TeamThree Components of the Executive Force of a TeamAbsolute Non-NegotiablesThree Types of Absolute Non-NegotiablesFive Major Characteristics of Effective Absolute Non-NegotiablesStandard Execution ProceduresUpgrade SEP by Fixing Six Types of BugsThree Key Features of Effective SEPSpecification with Flow ChartsSimplification with Key WordsNaming with Pithy FormulasKey Responsibility MatrixThree Major Components of Key Responsibility MatrixSix Major Steps of Formulating KRMEnhancement of the Cohesive Force of a TeamInterpersonal Synergy Quotient of a TeamMembers Show High Willingness to Accept the Final Decision of Their TeamMembers Are Quite Willing to Cooperate with OthersMembers Show Enough Respect to the Personal Interests of OthersMembers Recognize and Appreciate the Contribution of OthersMembers Offer Constructive Suggestions and CriticismsMembers Assume Responsibilities of Solving Problems ProactivelyThere Are No Antagonistic or Destructive Informal Groups in the TeamFellowship with Complementary RolesSeven Major Roles in a TeamPromote Cohesiveness by Perfecting the Composition of Team RolesInformal Group AlliancePrinciples of Coping with Different Types of Informal GroupsFive Critical Tactics of Informal Group AllianceTactic of EnticementTactic of BreakupTactic of PenetrationTactic of LurkTactic of CreationTrust CircleFour Critical Steps of Trust Circle BuildingEstablishment of Trust CircleExpansion of Trust CircleRadiation of Trust CircleEvaluation of Trust CircleSix Bonds of Building a Trust CircleBond of Common BackgroundBond of Common HobbyBond of Common InterestBond of Common WorkingBond of Mutual UnderstandingBond of Common ValuesIV Organizational Executive LeadershipThree Dynamic Optimizations of Organizational Executive LeadershipThree Dynamic Optimizations of Organizational Executive LeadershipDynamic Optimization of Talent PoolDynamic Optimization of Decision-making ModeDynamic Optimization of Leadership StyleDynamic Optimization of Organizational Talent PoolThe Significance of Building Leadership Development PipelinesFour Strategies of Developing Leadership PipelinesIncorporate Successor Development in the Performance Evaluation of Existing LeadersLink Succession Planning with Existing HR Management SystemIdentify the Gap of Job Requirements Between the Current Position and the Future Position of SuccessorsEstablish Diversified Selection and Cultivation Mechanisms for Prospective LeadersQuadrant .: High Performance/Low PotentialQuadrant .: High Performance/High PotentialQuadrant .: Low Performance/High PotentialQuadrant .: Low Performance/Low PotentialDynamic Optimization of Decision-making ModesFour Modes of Decision-makingAutocratic Way of Decision-makingAdvisory Way of Decision-makingConsultative Way of Decision-makingDemocratic Way of Decision-makingSeven Questions to be Reflected Upon While Choosing Decision-making ModesDynamic Optimization of Leadership StylesFour Stages of Organizational DevelopmentLevel of Organizational MaturityLevel of Organizational ConformityLeadership Style Composed of Three Leadership BehaviorsInterpersonal BehaviorsSupportive BehaviorsControlling BehaviorsLeadership Styles and Corresponding Organizational Development StagesLeadership Style of Partnering for the Development Stage of mcLeadership Style of Coaching for the Development Stage of mCLeadership Style of Decentralizing for the Development Stage of MCLeadership Style of Parenting for the Development Stage of McConclusion—Learning and Practice of Gear-shifting LeadershipPrinciple 1: Comprehensive Mastery of Gear-shifting LeadershipPrinciple 2: Weakness Improvement in Gear-shifting LeadershipPrinciple 3: Prioritized Enhancement in Gear-shifting LeadershipPrinciple 4: Preparatory Development of Gear-shifting Leadership
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