Muutke küpsiste eelistusi

Discovering Leadership: Designing Your Success 2nd Revised edition [Pehme köide]

(John Carroll University, USA), (Wright State University, USA), (University of Florida, FL, USA), (University of Delaware, USA)
  • Formaat: Paperback / softback, 608 pages, kõrgus x laius: 254x203 mm, kaal: 1280 g
  • Ilmumisaeg: 04-Jul-2023
  • Kirjastus: SAGE Publications Inc
  • ISBN-10: 1071866982
  • ISBN-13: 9781071866986
Teised raamatud teemal:
  • Formaat: Paperback / softback, 608 pages, kõrgus x laius: 254x203 mm, kaal: 1280 g
  • Ilmumisaeg: 04-Jul-2023
  • Kirjastus: SAGE Publications Inc
  • ISBN-10: 1071866982
  • ISBN-13: 9781071866986
Teised raamatud teemal:
Prepare your students to lead the future.

Discovering Leadership: Designing Your Success provides a practical, engaging foundation and easy-to-understand framework for individuals to purposefully design leadership. This action-oriented text starts with the self and helps students understand their individual strengths, styles, and skills through numerous reflection opportunities. Next, the text explores the relational aspects of leadership and best practices for motivating and inspiring followers. Finally, the text concludes by examining how leaders can transform their communities and create lasting, positive change. Practical applications and activities in each chapter help students develop their confidence, optimism, resiliency, and engagement. Regardless of your students background or major, they will gain the knowledge and skills they need to become thoughtful, impactful leaders. 

Arvustused

"This book teaches students how to literally build their leadership from within and expand it to the world around them to create and manage change. I like that it begins with individual then grows into relationships, others, community, etc." -- Jenny Kuzmic "Relevant and useful. I thought that Middlebrooks was masterful in conveying an operational definition of leadership. Also, the first chapter provided the reader with a blueprint and foreshadowing of the entire book." -- Gregory Warren "The contents are well planned, and the content/reading level is appropriate for an undergraduate leadership course. This book includes a greater focus on culture, creativity and decision making." -- Amy L. Everitt "I discovered a leadership text which discusses the nuances of design thinking and leadership within the context of change/improvement." -- John C. Hill "A significant overview view of modern leadership theory and practice in language that is understandable and a format that is interactive and engaging." -- Samuel S. Hemby

Foreword xxi
Preface to the Second Edition xxiii
Prologue xxv
Teaching Resources xxxvii
Acknowledgments xxxix
About the Authors xii
Introduction and Foundations 1(14)
Leadership Matters
1(2)
Organization of This Textbook: The Leadership by Design Framework
3(2)
Content: Topics and Special Features
5(8)
Leadership by Design Model
6(1)
Leadership That Makes a Difference
6(1)
Leadership by Design
7(1)
DEI by Design
8(1)
Myth or Reality"?
9(1)
Experts Beyond the Text: Insightful Leaders Know About
10(1)
Moments of Awareness
10(1)
CORE™ Attribute Builders
11(1)
Skill Builder Activities
12(1)
Chapter Summary
13(1)
Key Terms
14(1)
Chapter 1 A Framework for Leadership Success: Design and Your CORE™
15(32)
Introduction
15(3)
Designing Your Leadership
18(6)
Design Process as a Creative Problem-Solving Process: Understand, Imagine, Implement, and Iterate
18(2)
Design as a Mental Habit: Design Thinking
20(2)
Design Principles: Rules You Can Apply to Design Your Leadership
22(2)
Designing Your Leadership by Building Your Core™
24(12)
Confidence
25(3)
Optimism
28(1)
Resilience
29(4)
Engagement
33(3)
DEI by Design
36(1)
Designing Your Leadership--First Step: Your Goals
37(2)
Purposeful, Present, Planning: 3 Ps for Your Leadership Journey
38(1)
Chapter Summary
39(1)
Key Terms
40(1)
CORE® Attribute Builders: Build Now for Future Leadership Challenges
40(1)
Challenge Yourself
41(3)
Skill Builder Activity
44(3)
MODULE 1 DESIGN LEADERSHIP SELF
47(100)
Chapter 2 Designing Your Perceptions of Leaders and Leadership
49(30)
Introduction
49(2)
You: Student and Designer of Your Own Leadership
51(3)
Learning Leadership
51(1)
What to Expect as You Learn Leadership
52(2)
Your Brain Is a Lean, Mean, Pattern-Making Machine: You Construct Your World
54(2)
Misconceptions About Leaders and Leadership
56(9)
Leadership Is...a Process
57(2)
Misconception: Leaders Are Born
59(1)
Misconception: Leaders Need to Have a Specific Set of Traits, Particularly Extroversion
59(1)
Leadership Is...a Process of Influencing
59(1)
Misconception: Leaders Do the Talking and Take Charge
59(1)
Misconception: Leaders Do the Influencing
60(1)
Leadership Is...a Process of Influencing Others
60(1)
Misconception: There Is Only One Specific Way to Be an Effective Leader
60(1)
Misconception: A Leader Cannot Be Friends With Their Followers
60(1)
Leadership Is...a Process of Influencing Others Toward
61(1)
Misconception: Effective Leaders Are Always Collaborative
61(1)
Leadership Is...a Process of Influencing Others Toward a Common
61(1)
Misconception: Confident Leaders Who Celebrate Their Success Are Arrogant and Selfish
61(1)
Misconception: Explaining the Vision More Clearly Is the Best Way to Acquire Follower Support
62(1)
Leadership Is...a Process of Influencing Others Toward a Common Vision
62(1)
Misconception: Leadership Education Is Not Really Applicable to the Real World
62(3)
Effective Leaders Are Like's Characteristics and Traits
65(3)
Effective Leaders Can Do. Skills, Practices, and Expertise
68(3)
In Competency Terms
68(1)
Management? Leadership? Both
69(1)
The Expert Leader
69(2)
The Credible Leader
71(3)
DEI by Design
74(1)
Chapter Summary
75(1)
Key Terms
75(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
76(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
76(1)
Skill Builder Activity
77(1)
Skill Builder Activity
78(1)
Chapter 3 Designing Your Leadership Capacity
79(42)
Introduction
79(2)
Assess to Better Know Yourself: Does It Matter That You Are a Gold-Red Kangaroo Triangle Guardian?
81(1)
Designing Your Capacity: Three Foundational Mindsets
82(3)
Growth Mindset
82(1)
Process-Oriented Mindset
83(1)
Strengths-Based Mindset
83(2)
Design Thinking for Your Leadership Toolbox
85(16)
Explorative and User-Centered to Better Understand
88(1)
Explorative
88(1)
User-Centered
89(2)
Empathy: User-Centeredness at the Deep End of the Pool
91(1)
Divergent and Multidisciplinary to Better Imagine
92(1)
Divergent
92(1)
Multidisciplinary
93(3)
Integrative and Iterative to Better Implement
96(1)
Integrative
96(1)
Iterative
97(1)
Assess Your Design Thinking, Then Design Leadership Relationships
98(3)
New Challenges... Need New Leadership Need You
101(5)
Risk-Taking Replaces Status Quo
101(1)
Workspace Transforms the Workplace
102(1)
Streamlined Organizational Structure Displaces the Hierarchy
102(1)
Diverse, Inclusive, and Equitable Workplaces Expected
103(1)
Business Values Synchronizing With Cultural Expectations
104(1)
Humans Compete With Technology
104(1)
Disruption Interrupts Normalcy
105(1)
New Leadership Skills in Demand
106(7)
Exhibit Empathy by Engaging in Candid Discussions
106(2)
Engage Digital Transformation
108(1)
Empower an Inclusive and Collaborative Work Culture
109(2)
Extend Capacity With Stretch Assignments
111(1)
Enrich the Leadership Capacity of Others
112(1)
DEI by Design
113(1)
Capacity Capstone: Commit to the Journey
114(2)
Chapter Summary
116(1)
Key Terms
117(1)
Skill Builder Activity
117(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
118(3)
Chapter 4 Your Why and What for Leading
121(26)
Introduction
121(3)
Why Do You Want to Lead?
124(2)
Finding Purpose in Challenge
125(1)
Finding Purpose in Personal Meaning
126(1)
DEI by Design--Recognizing Who You Are
126(4)
Your Purpose: Charisms and Flow
130(3)
Identify Your Charisms
130(1)
Finding Your Flow
131(1)
From Being to Doing: TJ Watt
132(1)
Learning From Shadows
133(5)
Understanding the Shadow: Hardship and Tough Life Lessons Can Bring Clarity to Purpose
133(1)
Exploring the Shadow to Find the Stretch
134(1)
The Process of Influencing Others for What?
135(3)
What Does the World Need? Nisha Ligon
138(3)
What Purpose Deserves You?
140(1)
Every Purpose Impacts Individuals
141(2)
Activate Your Purpose
141(1)
Chapter Summary
142(1)
Key Terms
143(1)
Skill Builder Activity
143(2)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
145(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
145(2)
MODULE 2 DESIGN LEADERSHIP RELATIONSHIPS
147(90)
Chapter 5 Your Values and Ethical Actions
149(32)
Introduction
149(1)
Getting Leadership Right
150(1)
Ethical Issues and the Student Experience
151(3)
Ethics--The Key Concepts
154(6)
Ethics/Code of Ethics
154(1)
Laws
154(1)
Moral Principles
154(1)
Personal Values
155(1)
Virtues and Thoughtful Intentionality
155(3)
Character
158(1)
Integrity
158(2)
The Roots of MoYal Development
160(1)
The Ethical Challenges of Leadership
161(9)
Ethical Issues in Five Domains
162(1)
Why Individuals Fail to Behave Ethically
163(2)
Toxic and Bad Leaders and Leadership
165(3)
Courageous Followers and Dissent
168(2)
DEI by Design
170(1)
Designing Your Ethical Leadership
171(4)
Ethical Decision-Making
171(1)
The BASE Model
172(1)
Begin With You
172(1)
Assess
173(1)
Seek Options
173(2)
Elect and Evaluate
175(1)
Chapter Summary
175(1)
Key Terms
176(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
176(1)
Skill Builder Activity
177(4)
Chapter 6 Decision-Making
181(28)
Introduction
181(2)
Decisions, Decisions, Decisions in Leadership
183(2)
Defining Decision-Making
185(3)
Levels of Decision-Making
185(1)
Types of Decision-Making
186(2)
Technical or Adaptive? Types of Problems Leaders Face
188(2)
Technical or Tame Problems
188(1)
Adaptive Challenges/Wicked Problems/IIII-Defined Problems
188(2)
In Leadership, Decision-Making Is a Team Sport (Much of the Time)
190(3)
Align Your Decision-Making Style
191(1)
Design Your Decision-Making Style
192(1)
Designing Your Approach to Decision-Making: The SOLVE Model of Decision-Making
193(5)
Set Rotes
193(1)
Common Pitfalls at This Stage
193(1)
Outline the Problem and Decision Criteria
194(1)
Common Pitfalls at This Stage
194(1)
List Multiple Strategies
195(1)
Common Pitfalls at This Stage
195(1)
Veer Toward Consensus
196(1)
Common Pitfalls at This Stage
196(1)
Evaluate Decision and Process
197(1)
Common Pitfalls at This Stage
197(1)
Solve in Action: Designing land Deciding] How the Team Will Work
198(1)
How Did We Get Here? This Was Not the Plan: Barriers to Decision-Making
198(7)
Cognitive Biases That Hinder Decision-Making
199(1)
Confirmation Bias
199(1)
One-Right-Answer Thinking
199(1)
Groupthink
199(1)
Framing Effect
199(1)
Overconfidence Effect
200(1)
Law of Triviality
200(1)
Illusion of Control
200(1)
Ways You Could Be the Barrier to Effective Decision-Making
201(2)
Ways Others Could Be the Barrier to Effective Decision-Making
203(1)
Other Factors That Impede Effective Decision-Making
204(1)
DEI by Design
205(1)
Chapter Summary
206(1)
Key Terms
206(1)
CORE™ Attribute Builders
206(1)
Skill Builder Activity
207(2)
Chapter 7 Influence, Power, and Motivation
209(28)
Introduction
209(2)
Influence is (mostly) Not About You
211(1)
The Path to the Goal and Your Style
212(1)
Forms of Influence
213(3)
The Difference Between Influence and Authority
215(1)
The Difference Between Influence and Manipulation
216(1)
DEI by Design
216(1)
Designing Your Influence with Individuals and Team
217(5)
Influence Tactics for Leaders
218(1)
Involve Others/Consulting
218(1)
Facts/Logic/Rational Persuasion
219(1)
Relationships
219(1)
Lead a Coalition
219(1)
Emphasize win-win
219(1)
Create Positive Energy
219(1)
Inspirational Appeal
219(1)
Negotiation/Bargaining/Exchange
220(1)
Personal Appeal
220(1)
Pressure/Coercion
221(1)
Ingratiation
221(1)
Gaining Power in Groups and Organizations
222(5)
Sources of Power: Personal and Positional Power
222(1)
Reward Power
222(1)
Personal Charisma/Referent Power
223(1)
Outmatched Effort
223(1)
Wealth/Resource
223(1)
Expertise
224(1)
Relevance N
224(1)
Visibility
224(1)
Network
225(1)
Legitimacy
225(1)
Legitimate Power
226(1)
Motivation
227(6)
Intrinsic and Extrinsic Motivation
227(1)
Sources of Intrinsic and Extrinsic Motivation
228(1)
Financial Compensation
228(1)
Alignment With Values
228(1)
Meaning
229(1)
Showing Appreciation
229(1)
Reward and Recognize
229(1)
Empowerment
230(1)
Belonging
230(1)
Achievement/Success/Competence
230(1)
Fairness
230(1)
Autonomy
231(1)
Feedback/Coaching
231(1)
Flexibility/Freedom
231(1)
Career pathing
232(1)
Psychological Safety
232(1)
The Leadership Challenge: Designing Leadership Relationships
233(1)
Chapter Summary
234(1)
Key Terms
235(1)
CORE™ Attribute Builders: Build Nowfor Future Leadership Challenges
235(1)
Skill Builder Activity
236(1)
MODULE 3 DESIGN OTHERS' SUCCESS
237(98)
Chapter 8 Creativity, Problem-Solving, and Idea-Generating
239(34)
Introduction
239(2)
Yes, You Really Are Creative
241(4)
DEI by Design
245(1)
Moving From Reactive Problems to Proactive Opportunities
246(2)
Algorithm, Heuristic, and the Important Thing
247(1)
Yes, Creativity Will Help la Lot)
248(7)
Product: Unique and Valuable
248(1)
Person: Divergent Thinking, Open-Mindedness, and Creative Confidence
249(3)
Press: Context and Culture
252(1)
Process: Understand. Imagine, Implement, and Iterate Revisited
252(3)
Yes, You Can Generate Many, Many Ideas
255(8)
Divergent Thinking Techniques
256(1)
Problem Analysis Techniques
257(1)
Visualization Techniques
258(2)
Play and Build Techniques
260(1)
Senses and Emotions
260(2)
Incubation Techniques
262(1)
Alternative Perspective Techniques
262(1)
Yes, You Can Find Many, Many Ideas
263(5)
Inspiration and Exploration Techniques
263(5)
No, You Are Not "Done": Iteration, Convergence, and Assurance
268(2)
Chapter Summary
270(1)
Key Terms
270(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
271(1)
Skill Builder Activity
271(1)
Skill Builder Activity
271(1)
Skill Builder Activity
272(1)
Chapter 9 Effective Practices for Leading Others to Success
273(34)
Introduction
273(2)
DEI by Design
275(1)
Practices for Your Follower's Brain
276(9)
Brain Leading in Six Dimensions
277(1)
Physiological, Emotional, and Social Dimensions
278(3)
Reflective, Constructive, and Dispositional
281(3)
Effective Leadership: Creating Conditions Using Dimensions of the Brain
284(1)
Practices for Followers' Needs and Motivation
285(6)
Know What Followers Need to Succeed
286(1)
Followers Need the Freedom to Raise Issues
286(1)
Followers Need to Be Believed In
286(1)
Followers Need to Possess Cutting-Edge Job Skills
286(1)
Followers Need Time to Think Creatively
286(1)
Followers Need to Capitalize on Their Strengths
287(2)
Followers Want to Have Impact
289(1)
Mastery of Problem-Solving Skills
289(1)
Membership Through Community Solidarity
289(1)
Meaning by Focusing Upon the Big Picture
289(2)
Practice Leadership and Management: When Multitasking Really Matters
291(1)
IGNITE as a Leader
292(4)
Instill a Culture That Despises Complacency
292(1)
Grow Engagement and Innovation With Compassion
292(1)
Note and Study Your Competitors and Collaborators
293(1)
Invest in Real-Time, Data-Driven Decision-Making
294(1)
Tackle Candid Conversations
294(1)
Ensure a Clear Vision to Make It Happen
294(2)
Deliver as a Manager
296(3)
Designate One Individual Who Will Have Responsibility Over the Implementation Process
296(1)
Empower Followers to Make Thoughtful Decisions by Delineating Clear Lines for the Scope of Their Authority
296(1)
List What Is Unique About Each Person, Then Capitalize on It
296(1)
Initiate a Risk Response Team to Assist Those Being Subjected to Significant Obstacles and Possible Failure
297(1)
Verify Progress by Establishing Checkpoints for Accomplishments
297(1)
Encourage and Exhibit Calm When Under Fire
298(1)
Redesign Work Patterns and Assignments so They Are Cross-Functional
298(1)
Design Others' Success With a Situational Leadership Approach
299(4)
Situational Leadership: Adapt to the Capacity of Followers to Perform
300(2)
Understand the (New) Rules of Engagement
302(1)
Chapter Summary
303(1)
Key Terms
303(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
303(2)
Skill Builder Activity--Go Do Some Leadership!
305(2)
Chapter 10 Utilizing Change Processes Effectively
307(28)
Introduction
307(2)
Identify Levels of Change
309(2)
Initiate Individual Change (Level 11
310(1)
Support Change at the Project Level (Level 2)
310(1)
Generating a Change Culture at the Enterprise Level (Level 3)
311(1)
Change Yourself Before You Can Change Others
311(3)
Individual Change in Stages
312(2)
Change Directly Affects Your Capacity to Lead Effectively
314(4)
Be Reactive or Proactive
314(2)
Gain or Lose Control Over Work Life
316(1)
Adjust or Reject a Set of New Organizational Core Values
317(1)
Transform How Careers Evolve
317(1)
Transformational Versus Transactional Leadership
318(1)
Barriers to Change
319(2)
Thinking Rationally About Change May Not Work
320(1)
Not All Opportunities for Change Are Worth Taking
320(1)
Someone Will Resist the Change
321(1)
Leading Change
321(8)
Preparing to Execute Change
322(2)
Executing Change for Others' Success
324(1)
Justify an Opportunity to Act by Creating an Urgency for Change
324(1)
Collaborate With Those Affected by Forming a Coalition
325(1)
Ideate and Communicate Possibilities Through a Clear Vision for Change
325(1)
Prove the Change Is Acceptable
326(1)
Empower Others to Implement and Build
326(1)
Sustain Momentum and Resilience After Change Is Implemented
327(1)
Implementing Positive Organizational Scholarship as a Basis for Performing
328(1)
DEI by Design
329(1)
Chapter Summary
330(1)
Key Terms
331(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
331(1)
Skill Builder Activity
332(1)
Skill Builder Activity
332(1)
Skill Builder Activity
332(3)
MODULE 4 DESIGN CULTURE AND COMMUNITY
335(94)
Chapter 11 Culture
337(32)
Introduction
337(3)
The Way We Do Things Around Here: Understanding Culture
340(1)
Understanding Organizational Culture
341(2)
Culture at the Societal Level
343(5)
Understanding the Iceberg
344(1)
The GLOBE Study
345(3)
The Leader's Role and Organizational Culture
348(3)
Personal Values--Forming and Informing Organizational Culture
348(1)
Do Your Values Align With the Organization's Values? Ensuring Fit
349(1)
Vision, Mission, and Values in Organizational Culture
350(1)
Contemporary Approaches to Organizational Culture
351(2)
The Great Pandemic
352(1)
DEI by Design
353(1)
Designing Culture
354(10)
Tools to Facilitate Culture Change
355(1)
Appreciative Inquiry
356(2)
Strategic Planning Toward Culture Change
358(6)
Chapter Summary
364(1)
Key Terms
364(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
365(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
365(1)
Skill Builder Activity
366(3)
Chapter 12 Leading a Team
369(30)
Introduction
369(2)
Just What Is a Team?
371(3)
Teams Versus Groups
373(1)
Types of Teams
374(1)
Envisioning a Great Team
375(7)
How Do Teams Come Together, and What Makes Them Excellent?
376(3)
Shared Vision, Values, and Culture--Key to Team Success
379(2)
Team Charter: Agreeing on the Basics
381(1)
DEI by Design
382(1)
From Group to Team: Stages of Development
383(2)
Tuckman's Stages of Group Development
383(2)
Leading and Being a Team
385(2)
Models of Team Leadership
385(2)
Your and Others' Role on the Team: What Makes a Good Team Member?
387(1)
What Strengths Do I Bring to This Group?
388(1)
When Teams Go Wrong
388(5)
Reasons Teams Fail
388(1)
Abilene Paradox
389(1)
Groupthink
389(1)
Dysfunctional Teams
390(2)
How to Fix It When Things Go Wrong?
392(1)
Chapter Summary
393(1)
Key Terms
394(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
394(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
395(1)
Skill Builder
395(2)
Skill Builder
397(2)
Chapter 13 Designing a Culture That Cares
399(30)
Introduction
399(2)
A Culture That Cares
401(6)
Values and Intention
402(1)
Care, Empathy, and Compassion
403(1)
Vulnerability
403(1)
Motivation and Maslow's Hierarchy of Needs
404(3)
Leading With Service
407(5)
Servant Leadership and the Servant Leader
408(1)
Empathy
409(1)
Community building
409(1)
Organizational Benefits of Servant Leadership
409(3)
DEI by Design
412(1)
Make a Difference: Designing a Culture That Cares
413(4)
Social Change Model of Leadership Development
415(1)
Individual Values
416(1)
Group Values
416(1)
CommunityValues
417(1)
Making a Difference Now and Later: Opportunities and Actions
417(5)
Service to Others in College
418(1)
Types of College Service
419(1)
Service Outside College
419(1)
Service Within the Organization
420(1)
Service Outside the Organization
420(2)
Chapter Summary
422(1)
Key Terms
422(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
422(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
423(1)
Skill Builder Activity
424(5)
MODULE 5 DESIGN THE FUTURE
429(86)
Chapter 14 Creating a Culture of Innovation
431(30)
Introduction
431(2)
Why Innovate? Designing the Future
433(3)
Drivers of Innovation
435(1)
Innovation From Needs
435(1)
Innovation From Desires
435(1)
Innovation From Advances
435(1)
Understanding Innovation
436(5)
Collaborative Process
437(1)
Defining a Problem
437(1)
Translating Ideas
438(1)
Translating Ideas Into Something of Value
439(2)
Diverge for Creativity, Converge for Innovation
441(3)
Benchmarking
441(1)
How? Now, Wow!
442(1)
Force Field Analysis
443(1)
The $100 Test
443(1)
Creating a Culture of Innovation With Design Thinking
444(4)
DEI by Design
448(1)
Creating a Climate of Innovation With the Dimensions of the Brain
449(7)
Social Dimension: Collaboration and Community
450(1)
Constructive Dimension: Seeking and Seeing Different
451(2)
Reflective Dimension: Time, Space, and Structure
453(3)
Chapter Summary
456(1)
Key Terms
457(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
457(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
457(1)
Skill Builder Activity
458(1)
Skill Builder Activity
459(2)
Chapter 15 Entrepreneurial Leadership
461(28)
Introduction
461(3)
Entrepreneurship: Re-envisioning Leadership
464(4)
Defining Entrepreneurship
464(1)
Entrepreneurship Is a Process
464(1)
Entrepreneurship Involves Pursuing Opportunity
464(1)
Conception, Validation, and Launch of New Ideas
465(1)
Into the Marketplace
465(1)
The Broad Domain of Entrepreneurship
466(1)
Entrepreneurship and Leadership
466(1)
Design Revisited
467(1)
The Entrepreneurial Mindset
468(7)
See More Opportunity: Mindful, Observant, and Open to New Ideas
469(1)
See Differently: Reframing Problems as Opportunities
470(1)
See More Answers: Ideation, Effectuation, and Resourcefulness
471(1)
See It Started: Predilection for Action and Reflection
472(1)
See It Through: Remembering Your Purpose
473(2)
DEI by Design
475(1)
Leading the Entrepreneurial Process
476(3)
Impact Modeling
477(1)
Lean Startup Methods
478(1)
Customer Discovery Interviewing
478(1)
Prototyping Minimum Viable Products
479(1)
The Evolving Role of the Entrepreneurial Leader
479(5)
The Founder
480(1)
The Innovator
480(1)
The Team Builder
481(1)
The Chief Executive
481(1)
The Leadership Challenge: From Founder to Chief Executive
482(1)
Chief Engagement Officer: Entrepreneurial Leadership at Every Level
483(1)
Chapter Summary
484(1)
Key Terms
485(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
485(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
486(1)
Skill Builder Activity
486(1)
Skill Builder Activity
487(2)
Chapter 16 Systems and Sustainability
489(26)
Introduction
489(4)
Systems and Systems Thinking
493(4)
Seeing Interconnections
494(2)
Where's the Energy in the System?
496(1)
The Learning Organization
497(1)
DEI by Design
498(1)
Design for Sustainability
499(7)
The Sustainable Culture
500(1)
Environmental Sustainability
500(1)
Sustaining Creativity and Innovation
501(1)
Ethical Sustainability
502(1)
Economic Sustainability
503(1)
Sustainable Learning and Development
503(2)
Sustainable Results
505(1)
Sustainable You: Mindfulness and Personal Growth
506(1)
Sustainable Leadership--Authentic Leadership
507(3)
Chapter Summary
510(1)
Key Terms
510(1)
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
511(1)
Skill Builder Activity
511(1)
My Leadership Design™ Begins and Continues With This Summary Page
511(4)
Glossary 515(8)
Notes 523(36)
Index 559
Tony Middlebrooks, Ph.D. creates tools, explores and teaches at the intersection of leadership, innovation, creativity and design as Associate Professor and Director of Graduate Programs for Horn Entrepreneurship at the University of Delaware. Dr. Middlebrooks has created and taught more than 35 different courses for all collegiate levels, as well as numerous experiential abroad programs. He presently teaches leadership theory and practice, decision-making, creativity and innovation, and social entrepreneurship. He received both the University of Delaware Excellence in Teaching and Excellence in Advising Awards, and regularly helps faculty develop their teaching.

 

Previously Dr. Middlebrooks co-developed the Organizational and Community Leadership program at UD, the doctoral program in leadership as a professor at Cardinal Stritch University, and spent ten years prior in non-profit leadership positions.

 

Dr. Middlebrooks has published numerous articles and book chapters, and has delivered hundreds of presentations. He is co-author of Public Sector Leadership, co-creator of the Idea Fan Deck and Design Thinking Cards, and has served as Symposium Editor for the Journal of Leadership Studies since 2011.

 

A firm believer that leadership learning can benefit everyone and can make a difference, Dr. Middlebrooks consults and facilitates workshops for a wide variety of organizations and audiences.  His current scholarly interests focus on methods of leadership education and the integration of leadership, creativity, and design thinking.  Dr. Middlebrooks has a Ph.D. in Educational Psychology from the University of Wisconsin at Madison. He resides in Wilmington, Delaware with his wife and collaborator Dr. Jules Bruck.







Dr. Scott J. Allen is the Reid Chair in Management at John Carroll University, where he is an Associate Professor. He teaches courses in leadership, management, executive communication, and the future of work. He has published more than 50 book chapters and peer-reviewed journal articles. He presents at academic conferences and has written four books. His most recent book is Captovation: Online Presentations by Design. Outside his academic endeavors, Scott speaks, consults, coaches leaders, facilitates workshops, and leads retreats across industries.

Mindy S. McNutt, Ph.D. is an Associate Professor of Leadership at Wright State University in Dayton, Ohio. She earned her B.A. in Communication, M.S. in Personnel Counseling, and Ed.S. in Educational Leadership from Wright State; and her Ph.D. in Higher Education Administration from Bowling Green State University.  Currently she teaches in all three leadership programs at Wright State, the undergraduate program in Organizational Leadership, the Master of Science in Leadership Development, and the Doctorate in Organizational Studies.

 

Dr. McNutt has engaged in leadership curriculum development for over 30 years for high school youth, undergraduate curricular and extra-curricular programs, and most recently served with several faculty colleagues to write the proposal for the Doctorate in Organizational Studies. At Wright State and at several area community colleges, she has held a variety of leadership positions including, among others, academic vice president, campus dean, and dean of student services and institutional advancement. Additionally, Dr. McNutt is or has been involved in a number of boards and committees at the local, state, and national levels.

Among her varied research interests are leadership education, transformational leadership, women in leadership, leader values, and a current project examining the relationship between values and organizational culture.   She has been involved in several projects of significance: serving as an Associate Editor of the International Leadership Association Building Leadership Bridges book entitled LEADERSHIP 2050: Contextualizing Global Leadership Processes for the Future; and collaborating with a nation-wide team to create and serve as faculty for the international Leadership Education Academy.  







Dr. Morrison is currently a professor of Organizational and Community Leadership in the School of Urban Affairs and Public Policy at the University of Delaware in Newark, DE. His research interest focuses on issues surrounding senior leadership accountability. Currently, he is researching the effectiveness of CEOs in preparing for the possibility of a natural disaster. He has published two books and over 80 manuscripts in a variety of professional journals. In addition, Dr. Morrison has presented over 90 papers at regional, national, and international conferences. He is currently serving on 3 refereed editorial boards for academic journals as well as the executive editor of the Journal of Education for Business. He has been the recipient of 7 outstanding teaching awards in the College of Education and the College of Human Resources at the University of Delaware. Within the leadership major at the University of Delaware, his teaching focuses on preparing future leaders to initiate change within organizations by adopting a new set of principles and practices that have emerged in recent years.