Psychology for Leaders

Using Motivation, Conflict, and Power to Manage More Effectively

Dean W. Tjosvold, Mary M. Tjosvold

Publisher: Wiley, 1995 , 283 pages

ISBN: 0-471-59755-4

Synopsis:

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In today's "synergistic," team-oriented business organization, every manager is a leader. Now this fascinating and instructive book schools you in the core psychological knowledge and skills that every manager/leader needs to motivate, empower, and unite their people effectively.

Table of Contents:

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• Introduction
  • Putting This Book to Work
    • Applying Ideas from Psychology
    • Challenging Common Misleading Ideas
    • Breaking Away from Either/Or Thinking
  • Our Psychology, Your Psychology
  • Taking up the Challenge
• Part One: Psychology for Successful Leading
  1. Your Bottom-Line Goals
     • The Imperative for Leadership
       • Coping with Change
       • Need for New Ways of Working
     • Psychology to Create a Bottom Line
       • Ambivalence Toward Psychology
       • Uniting Behind the Bottom Line
     • Getting There: More Than Good Intentions
  2. Learning Psychology
     • The Imperative to Learn Psychology
       • Getting Focused on Psychology
       • Need for Formal Psychological Knowledge
     • Learning with Experience
       • Parallels between Being a Leader and Researcher
       • Ideas to Learn from Experience
     • Teams for Learning
       • Cooperative Learning Research
       • Personal Change
       • Forming Leadership Teams
     • The Learning Leader
• Part Two: Forging a Common Direction
  3. Becoming Commotted to Leading
     • Accepting the Challenge to Become a Leader
     • The Day-to-Day of Managing
     • Confronting Leadership
       • Defining Leadership
       • Leader Traits: Research Findings<
       • Leader Characteristics: Employee Views
     • Leadership as Relationship
     • Finding Value in Leading
       • Vital Human Needs
       • Joint Success
     • Becoming a Leader
  4. Building Employee Commitment
     • The High-Commitment Organization
     • Finding Value in Organizational Work
       • Need Fulfillment
       • Self-Esteem
       • Social Support
     • Relationships for High Commitment
       • Productive Teams
       • Know Each Other
       • Value Diversity
       • Mutual Respect
     • Commitment in an Age of Change
  5. Developing a Shared Vision and Purpose
     • An Inspiring Vision
       • The Penney Vision
       • Emotional and rational
       • Serve Others and Yourself
     • Business Mission and Organization Framework
       • General and Concrete
     • Partners in Vision Making
     • Creating a Vision
       • Setting the Stage
       • Challenging the Status Quo
       • A Team Approach
       • Ongoing Strategies
     • Vision to Energize and Integrate Ford
• Part Three: Working Together
  6. Cooperation and Competition
     • Cross-Functional Teamwork
     • Cooperative and Competitive Goal Interdependence
       • The Alternatives
       • Major Propositions
     • The Many Ways to Work Cooperatively
       • Confronting Safety Problems Together
       • Failed Coordination
     • Developing a Cooperative Culture
       • Group Goals and Tasks
       • Group Rewards
       • Connected Roles
       • Complementary Resources
     • Realizing the Potential of a Cooperative Culture
  7. The Faces of Power
     • Insight into the Positive Faces of Power
       • Defining Power
       • Bases for Power in Organizations
     • Power Dynamics at the Top
     • Research on Cooperative Power
       • Recognition and Appreciation
       • Mutual Influence and Exchange
       • Development and Learning
     • Obstacles to Effective Leader Relationships
       • Communication Barriers
       • Influence Barriers
     • Building Positive, Cooperative Power
     • Influencing Upwards
       • Build the Relationship
       • Coping with an Intolerable Boss
  8. Effective Communication
     •  Getting People to Talk Together: The Delta Dental Plan of Massachusetts
     • Communication Takes Two
     • Complexities and Barriers
     • Traps for Leaders and Employees
       • Leader Arrogance
       • Employee Avoidance
     • Leading by Example
     • Put Yourself in the Other's Shoes
       • Strategies
       • Interview to Perspective Take
       • Guides for Interviewing
     • Earning Credibility
  9. Feelings and Their Expression
     • Values and Feelings in the Lean Organization
     • Reality of Emotions
     • Openness and Inhibition
     • Thinking and Feeling
     • Generating Feelings
     • Expressing Feelings
       • Communication Skills
       • Nonverbal Communication
     • Ventilate
     • Changing Feelings
       • Checking Interpretations
       • Challenging Unrealistic Assumptions
     • Feelings in High-Performing Organizations
• Part Four: Making Use of Problems and Barriers
  10. Making Decisions
      • Under the Fire of Changes
      • Leaders' Choices
      • The Potential of Team Decision Making
      • The Value of Controversy
      • Constructive Controversy Dynamics
        • State and Explain Your Position
        • Question and Understand Opposing Views
        • Integrate and Create Options
        • Agree and Shake
      • Using Advocacy Teams
      • Procedures for Contructive Controversy
        • Emphasize Cooperative Context
        • State and Explain Your Position
        • Question and Understand Opposing View
        • Integrate and Create Options
        • Agree and Shake
        • Reflect and Learn
  11. Managing Conflict
      • The Need to Manage Conflict
      • Becoming Conflict-Positive
      • Cooperative Conflict Theory
        • Defining Conflict
        • Cooperative and Competitive Approaches
      • Making Choices
      • Phases of Cooperative Conflict Management
        • State and Explain Your Position
        • Question and Understand Opposing View
        • Integrate and Create Options — There Is No "Fixed Pie"
        • Agree and Shake
        • Reflect and Learn
      • Mediating Conflict
        • Recognizing Cooperative Goals
        • Teaching Cooperative Negotiation Strategies
        • Reflect and Learn
      • Arbitration
        • Becoming Conflict Positive
  12. Moving to Self-Directing Teams
      • The Potential of Self-Directing Teams
        • Self-Directing Versus Traditional Work
        • Capacity to Self-Manage
      • Self-Directing in an Interdependent World
      • The Give-and-Take of Responsibility
      • Holding Accountable
        • Confronting Individuals and Teams
        • Effective Confrontation
      • Creating the "Can Do" Organizational Culture
• Part Five: Becoming Leaders>
  13. Becoming a Learning Organization
      • Moving to a Learning Organization
      • Learning in the Lean Enterprise
        • Teamwork Is the Basis
        • Barriers to Learning
      • Joint Learning of Psychology
        • Applying Psychological Ideas
        • Strengths and Weaknesses
      • Program for Ongoing Learning
        • Collecting Data
        • Open Discussion
        • Plan and Implement
  14. Preparing for the Future
      • Learning Leadership
        • Combining Experience and Psychological Ideas
        • Leader Development Teams
      • Building on Common Sense