CONTENTS
Acknowledgements = xi
Introduction = 1
Part Ⅰ Context and challenge
1 The nature of leaders and leadership = 11
Perceptions and expectations = 11
Extraordinary challenges = 13
Training for the extraordinary - the military perspective = 14
Attitude, aptitude and lifelong learning = 17
The basis of leadership competence = 19
2 Situations and operating environments = 24
'Plus ca change!' = 24
The need for a sense of direction = 25
Where to start with strategy formulation = 26
Content and context - planning versus evolution = 30
3 Leadership, management and extraordinary challenges = 33
Effectiveness and efficiency = 33
Values and vision = 34
Influence and learning = 34
Competencies for extraordinary leadership influence = 35
Leadership and management in public services = 40
Leadership and e-strategy = 41
Part Ⅱ Charting the course
4 The view from the tower = 47
Getting up into the tower = 47
The learning organization = 50
The leader as part of the system = 50
Balancing performance and change management = 51
Results-oriented management = 52
Action-centred leadership = 53
5 Keeping the traffic moving - and the signals clear = 55
The vital priorities = 55
The Extraordinary Leadership Toolkit = 57
A model for the process of leading major change = 59
6 The route plan = 73
Analysis without paralysis = 73
Analysis, planning and action = 74
The Mindworks Approach = 77
Part Ⅲ Converting vision into action
7 Launching into the future - checking the flight plan and the instrument panel = 89
Measurement and management = 89
The balanced scorecard - an instrument panel = 90
Recognizing a 'good' balanced scorecard = 96
The art of building a balanced scorecard = 98
Standards = 100
A corporate positional fix = 101
Applying a proven methodology = 104
Unlocking the strategic pay-off = 107
8 Leading excellence = 108
The EFQM Excellence Model = 108
Leadership - the fundamental enabler = 111
Using RADAR to navigate = 117
9 Holding the ring - containing anxiety and distress = 120
Anxiety is guaranteed = 120
Dealing with dis-equilibrium = 121
Symbols = 123
Power and influence = 123
The importance of the learning - or coaching - organization = 124
10 The cultural perspective = 130
Necessary progression = 130
Decisions, decisions = 133
Shifting paradigms = 133
The power of purpose and principles = 135
Part Ⅳ Leading extraordinary performance
11 Planning for extraordinary performance = 139
Leadership responsibility for performance = 139
Performance management - a systems approach = 140
The benefits = 142
Writing the strategic plan = 143
Connecting the planning to the people = 150
Managing project team stresses = 159
12 Empowering extraordinary performance = 162
Internal and external focus = 162
Benchmarking excellence = 164
Linking the plans to performance measurement = 165
Value for money = 165
Performance review and appraisal = 166
13 Developing the new extraordinary leadership competencies = 172
Definitions = 172
Case studies = 173
Outdoor development = 174
Competitive advantage = 175
Emerging trends in public sector leadership development = 177
Characteristics of good practice in leadership development = 179
Leadership capability frameworks = 180
Multiple intelligences = 182
Charting strategic dilemmas = 184
Attracting and retaining the best = 185
References = 187
Index = 189
