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Full Description
This book will advance the understanding of leadership beyond the inherited myths and modalities of command and control. Leadership is separated from ideas and institutional seniority and explained as the collaborative power of one with others. Enabling the intelligent co-participation of all people, the constructive effect of this approach to leadership is in the engagement of people. This is significant when task accomplishment depends not on managerial direction, but on the interaction of people with each other, with technical systems, and with complex regulations which are often across jurisdictional boundaries. Examples and case studies are included.
Contents
Preface
Authors
Introduction
The Primary Purpose of This Book
Audience
Contesting the Myths of Leadership
Critical Ideas: Leadership and Command and Control
The Important Contribution of This Book
Structure of the Book
Conclusion
Unconstructive Power
Introduction
The Failure of Inherited Ideas of Leadership
Leadership Is Not a Position
Leadership and Risk
Command and Control Is Important
Collaborative Culture
Conclusion
Power and Partnership
Introduction
Leadership Is a Cultural Idea
Power With
Soft Power
Loyalty and Obedience
Responsibility
Conclusion
Leadership and Communicating
Introduction
Be Plain
Challenges to Effective Communication
Effective Communication
Communication between Different Agencies
Effectiveness, Efficiency and Psychological Safety
Leadership and Situation Awareness
Introduction
Situation Awareness
Generating Situation Awareness
Leading and Cooperating
Situation Awareness: In a Nutshell
Five Ways to Improve Situation Awareness
An Important Caveat
Leadership and Decision Making
Introduction
Elements of Decision Making
Decision Theory
The Collaborative Approach
Collaborative Leadership and Decision Making under Stress
Lessons Learned: Training for Good Decisions
Error Management
Introduction
Terms: Error and Violation
Errors Are Consequences
Four Broad Error Types
Error in the Technical and Automated Environment
Human Factors Underpinning Error
Error and Collaborative Leadership
A Just Organisation: Non-Jeopardy Reporting
Conclusion
Leadership and Obligation
Introduction
Leadership: Power and Failure
The Official Reports
Blind Eyes
Misleadership
Conclusions
Conclusion
The Contribution of This Book
Beyond Command and Control
Collaborative Culture
Power With
The Leaders Who Do Best
Command-and-Control Structures
Compelling, Not Coercive
References
Index
