HomeContact UsAbout the AuthorAbout the BookTable of ContentsChapter SummariesSample SectionsBibliographyBook IndexPurchase Leadership BookLeadership Coaching

Face The Challenge - Vol. 1:  Laying the Foundation

Listed below are the 186 Section titles for the six Chapters comprising Volume I (+\- 450 pages) of Face The Challenge.  Please click on the highlighted Section link of the first section of each Chapter to view this individual Section.

 
CHAPTER 1:  GENERAL PERSPECTIVES

Section
Topic
1. 1
1. 2
1. 3
1. 4
1. 5
1. 6
1. 7
1. 8
1. 9
1.10
1.11
1.12
1.13
1.14
1.15
1.16
1.17
1.18
1.19
1.20
1.21
1.22
1.23
1.24
 
Historical Perspective
Availability of Leadership Resources
The Evolution of Position Power
Change Doesn't Happen Overnight
Moving the Needle
Writers Don't Lead, Leaders Don't Write
Instinctual Leadership
Intuitive v. Cerebral Leaders
Common Sense is Not Really So Common
Human Interaction as an Abstract Concept
The Motivation Debate
Corporate Culture
Doing Your Best or Trying Hard is Not Good Enough
What Does the Customer Think?
How the Money is Made
Indifferent Subordinate Aspirations
Hierarchical Structures
Environmental Responsibility
Maintaining Equine Custodianship
Corporate Benevolence
Repetition
Learning Leadership Sooner than Later
The Future
 

CHAPTER 2 :  THEORIES AND MYTHS
 

Section
Topic

2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
2.14
2.15
2.16
2.17
2.18
2.19
2.20
2.21
2.22
2.23
2.24
2.25
2.26
2.27
2.28
2.29
2.30

Leadership Theories in General
Scientific Management (Theory X)
Democratic Management (Theory Y)
Classifying Leadership Styles
Task v. People Orientation
Positive Reinforcement
Participative Management
Consensus Management (Theory Z)
The Situational Leadership® Approach
Teams
"Quality Control Circles"
"Management By Objectives"
The Quality Control v. Financial Control Schools
"One Minute Management"
"Management By Exception"
"Open-Book Management"
"Empowerment"
The "Everyone is a Leader" Concept
"Reengineering"
Six Sigma® Programs
Leadership "Motor Pools"
"Parkinson's Law"
"The Peter Principle"
"Servant Leadership"
"A Message to Garcia"
Controlling Mythology
Leadership Myths
Corporate Myths
Decision Making Myths
Personnel Myths

CHAPTER 3:  LEADERSHIP FUNDAMENTALS
 

Section
Topic

3.1      
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
3.16
3.17
3.18
3.19
3.20
3.21
3.22

Leadership Interaction
Commitment
Responsibility
Exuberance
Character
Respect
Confidence
Loyalty
Dependability
Recognition and Appreciation
Development and Growth
Personal Achievement
Optimism
Communication Skills
Guiding Philosophies
Insights into Successful Leadership
Personal Interaction Skills
Leader-Subordinate Relationship Goals
Responsibility to Subordinates
Fundamentals of the Leader-Subordinate Relationship
Ancillary Leadership Expertise
It's A "Lead" Dog's Life

CHAPTER 4:  LEADING BY EXAMPLE
 

Section
Topic

4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
4.14
4.15
4.16
4.17
4.18
4.19
4.20
4.21
4.22
4.23
4.24
4.25
4.26
4.27
4.28
4.29
4.30
4.31
4.32
4.33
4.34
4.35
4.36
4.37
4.38
4.39
4.40
4.41
4.42
4.43
4.44

Leadership Defined
A Passion To Impact What Happens
Leaders Themselves Must Be Inspirable
Good Leader, Good Follower
The Leader's Right To Lead
All Leaders Must Pay Their Dues
Leaders Cannot Please Everybody
Good Rule Follower
Observable Behavior
Leadership Profiles
Open-Mindedness
"Intelligent v. Hardworking"
Conscience
Reputation
Tenacity
Delegate, Don't Abdicate
Seek Happiness, Not Contentment
Resting on One's Laurels
Competitive Attitude
Resource Utilization
Respect For Time
Leadership Proficiency, Like Water, Seeks Its Own Level
"To the Front, To the Front, Every Day To the Front"
"L'Audace, L'Audace, Toujours L'Audace"
"Maintain Attention To Every Detail [MATED]"
Overcoming Immediate Obstacles
Seek Excellence, Not Perfection
Change v. Improvement
"Walk-the-Talk"
"That's Such a Good Idea, I wish I thought of it Myself"
Paddling Upstream
Subordinate Change
"Managing the Boss"
"Thank-You, I'll Never Do It Wrong Again"
Rational Alarmist
Bluffing
Everybody Gets Tired
Passing the Baton
Trial By Subordinate Jury
Crisis Profile
Knowing Everything
Remaining Idle
Demanding the Seemingly Impossible
Seizing the Initiative

CHAPTER 5:  ATTITUDES AND PERSONAL GROWTH
 

Section
Topic

5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.16
5.17
5.18
5.19
5.20

Crossing the Line
Things Will Never Be Easier
"Work When You Work, Play When You Play"
Who's in Charge Here?
Rock of Gibraltar Types
Self-Development
Maintaining Physical Energy Levels
Impact of Aging
Position Growth
Basics are Critical
Pomp and Circumstances
Don't Judge a Book By Its Cover
Fraternization
Personal Organizational Skills
Subordinates Reflect Their Leader's Proficiency Level
Struggling to Have Things Your Way
Experience
Giving Advice
Building and Maintaining Self-Confidence
The Tacit Arrogance of Intellect

CHAPTER 6:  CHARACTER TRAITS AND VALUES
 

Section
Topic

6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
6.11
6.12
6.13
6.14
6.15
6.16
6.17
6.18
6.19
6.20
6.21
6.22
6.23
6.24
6.25
6.26
6.27
6.28
6.29
6.30
6.31
6.32
6.33
6.34
6.35
6.36
6.37
6.38
6.39
6.40
6.41
6.42
6.43
6.44
6.45

Balancing Power and Ego
Ego
Emotional Support
Exercising Self-Control
Personality Conflicts
Misguided Leadership Attitudes
Scapegoating
Heroic Aspirations
Disappointing Subordinate Performance
Paranoia
Veracity
Whimsical Preferences
Criticism
Overreacting
Self-Pity
Exaggeration
Arrogance
Boredom
Resilience
Patience
Consistency
Fairness
Empathy v. Sympathy
Sincerity
Compassion
Impetuosity
Adversity
Superstition and Luck
Humility
The "Kick-the-Cat Syndrome"
Grudge Bearing
Approval Ratings
Pious Beliefs
Profanity
Ignoring Reality
Political Views
Charitable and Civic-Minded Actions
Separation Anxiety
Feeling Pleasure Over Another's Misfortune
Hypocritical Behavior
Conflicts of Interest
Self-Monitoring
Drastic Makeovers
Claiming Credit for Accomplishments
Threatening to Resign
 

 
© Copyright 2006 by H. Garrett Hayward from Face the Challenge: The Leader's Success Handbook