TY  - BOOK
AU  - Salacuse,Jeswald W.
TI  - Leading leaders: how to manage smart, talented, rich, and powerful people 
SN  - 0814408559
AV  - HD57.7 .S239 2006
U1  - 658.4/092 22
PY  - 2006///
CY  - New York
PB  - AMACOM
KW  - Leadership
KW  - Elite (Social sciences)
N1  - Includes bibliographical references (p. 209-210) and index; Leaders as followers -- Leading without authority -- Leaders as a different breed of cat -- Leading leaders against Iraq French-fried leadership -- A contrast in leadership -- Conclusion : lessons for leading leaders -- Leading one-on-one -- Defining leadership -- Leadership as relationship -- Communication as the key to leadership relationships -- Leadership up close and personal -- Interest-based leadership -- Choosing the right leadership medium -- The building blocks of leadership relationships -- Conclusion : rules for building relationships -- The art of strategic leadership conversation -- The game of strategic conversation -- The case of Hans Brandt -- Seven principles for strategic leadership conversations -- Conclusion : rules for conducting strategic conversations -- The seven daily tasks of leadership -- What followers expect and need -- The multitasking leader -- Conclusion : leadership's seven daily tasks -- Task no. 1: Direction -- Negotiating the vision -- Determining the direction, the way, the vision -- Visionary prophet or visionary diplomat? -- Securing commitment to the direction -- Overseeing direction -- Negotiating a vision for Goldman Sachs -- Basic principles for negotiating a direction -- Conclusion : rules for achieving the task of direction -- Task no. 2: Integration -- Making stars a team -- The follower's dilemma -- Barriers to integration -- Conclusion : rules for achieving integration -- Task no. 3: Mediation -- Settling leadership conflicts -- Leaders as mediators -- Robyn vs. Luis -- The first step : understand interests -- Your role as leader-mediator -- Process -- Communications -- Substance -- Mediation power tools -- Conclusion : rules for mediation -- Task no. 4: Education -- Teaching the educated -- Leaders as managers of the learning process -- Diagnosing the learning problem -- Know your students, but don't treat them like students -- Use the existing frameworks and terminology -- One-on-one education -- Advise and consent, not command and control -- Framing the problem -- Never give a solo performance -- Conclusion : rules for educating the educated -- Task no. 5: Motivation -- Moving other leaders -- The nature of motivation -- Interest-based motivation -- Motivating the person who has everything -- One size does not fit all -- Motivation, not manipulation -- Convincing conviction -- Looking ahead and feeding back -- Conclusion : rules for motivation -- Task no. 6: Representation -- Leading outside the organization -- The demands of representation -- The functions of leadership representation -- A tale of two photos -- Choosing your shots -- The leader's mandate -- A user's guide to representation -- The loyal leader -- Interest-based representation -- Conclusion : rules for leadership representation -- Task no. 7: Trust Creation -- Capitalizing your leadership -- Trust me -- What is trust and why is it important? -- Raising trust capital -- Openness -- Trust by increments -- Obstacles to trust -- Conclusion : rules of trust
N2  - "Whether you were born a leader or have had leadership thrust upon you, you're in for a whole new set of challenges when managing other leaders; Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders."--Jacket
UR  - http://catdir.loc.gov/catdir/toc/ecip0511/2005012243.html
ER  -