Executive Leadership ^{2nd Ed.}

Achieving decisive, accountable, value-adding, managerial leadership is critical to effective executive organizations. Jaques and Clement approach this leadership question in an entirely new way.

By clarifying the meaning of leadership within the organizational structure. they show that all managers must have leadership accountability, and that there can be no such thing as an effective manager who does not effectively discharge that accountability.

It is in this analysis of what makes for effective managerial leadership that Executive Leadership is at its most radical. Jaques and Clement reject the notion that particular groups of personality qualities and traits characterize effective leaders and instead focus on the requisite organizational structure for managerial leadership to occur.

Executive Leadership is a refreshingly practical approach to the development of decisive managerial leaders at all levels of the organization. It is essential reading for all concerned with organization development, leadership and human resource management.

• Foreword: Requisite Leadership — Managing Complexity
  by Ronnie Lessem
• Preface
• Special Acknowledgment
• Acknowledgments
• Part I Concepts and Principles

1. The Demystification of Leadership
• The Process of Leadership in Role
• Leadership Accountability and Authority
• Authority Vested and Authority Earned
• "Leaders" and "Followers" Together
• The Great Leadership Shortfall
• Must a Good Manager Necessarily be a Good Leader?
• Management without Leadership Accountability is Lifeless
• The Debasement of the Role of Manager
• What is a Manager?
• Minimum Managerial Authority
• Conditions of Leadership: Psychological Conditions
• Conditions of Leadership: Organizational Conditions
• Unto the Breach
• General Leadership Responsibility
2. Human Nature at Work
• Leadership and Competence
• Who are the Great "Leaders"?
• The Nature of Work and Tasks
• The Importance of having a "Big Enough" Manager
• Leadership Competence is a Function of Role Competence
• Cognitive Processes and Cognitive Power (CP)
• The Four Cognitive Processes
• The Worlds People Live in: Orders of Information Complexity
• The Categories of Potential Capability (Quintaves)
• Hollow Language and Ideas
• Values and "Motivation," or Why People do Things
• The Importance of Values
• Knowledge and Skills
• Wisdom
• T and Minus T (-T): "Personality, Termperament, and Style"
• Self-control and Requisite Behavior
• Maturation of Potential Capability
• Individual Development
3. Role Complexity and Task Complexity
• The Four Types of Task Complexity
• Second Order Categories of Task Complexity
• Third Order Categories of Complexity: Corporate Strategic Levels
• Time-span and the Measured Level of Work in a Role
• Time-span and the Boundaries between Categories of Task Complexity
4. Basic Concepts of Organizational Structure
• What is Organizational Structure?
• Why Structure Comes First: Who "Leads" Whom?
• The Heart of Organizational Structure for Managerial Leadership
• Hierarchical Layering and the "Real Boss"
• The Big Finding about Hierarchy
• Span of Control and Leadership
• Complexity and Organizational Magnitude
• Maximum Unit Sizes for Effective Managerial Leadership
• Leadership in the Immediate Mutual Knowledge Unit (MKU)
• Supervisory Leadership Roles: First Line Managerial Units
• Leadership in the Mutual Recognition Unit (MRU)
• Organizational Structure and Organizational Leadership
• Specialist Roles without Leadership Accountability
• Interaction of Level of Capability and Level of Work: Case Studies
• Deploying Managerial Leadership to Win

• Part II Requisite Practices
• Introduction

5. Task Assigning Role Relationships (TARRs)
• Working Expectations in TARRs
• Individual Contributors as Managers
• Communication
• Immediate Subordinate Teambuilding
• Team Business Meetings
• Team-Working Mode
• Some Key Principles
6. Managerial Leadership
• The Planning Function
• Task Formulation and Assignment
• Context Setting
• Performance Accounting and Feedback
• Personal Effectiveness Appraisal
• Coaching
• Training
• Recognition of Personal Effectiveness
• Penalties and Dismissal
• Remuneration
• Annual Review of Personal Effectiveness
• Selection
• Induction
• Deselection
• Retrenchment and Downsizing
7. Supervisory Leadership
• Supervisory Task Formulation and Assignment
• Personal Effectiveness Appraisal by Supervisors
• Training
• Continuous Improvement Project Teams
• Recognition and Merit Award
• Use of Penalties
• Selection
• Induction
8. Project Teams and Expert Leadership
• Requisite and Anti-requisite Project Teams
• The Project Team Chief
• Specialist Expert
• A Note on "Matrix Organization"
9. Manager-Once-Removed (MoR) Leadership Accountability
• Overseeing the Quality of Managerial Leadership
• Assessing SoR Potential
• Gearing the MoR's Judgments of Current and Future Potential Capability of SORs
• Mentoring
• Equilibration
• Handling Tough Situations and Hearing Appeals
• Three-Stratum Teamworking
10. Organizational Leadership
• Corporate Culture
• Corporate Values
• Corporate Vision
• The Gearing Function at Stratum—VI
• Stratum—V Business Unit Leadership
• Stratum—IV Site Leadership
• Organizational Communication
11. Managerial Leadership Development Program
• Mapping the Corporate Talent Pool
• The Corporate Talent Pool
• CEO Succession and Other Mappings
• Stratum—V BU Talent Pools and Graduate Interns
• Development of Individual Talent: Coaching and Mentoring
• Managerial Leadership Teaching and Practice

• Outline and Summary
• Bibliography

Another must read book (if you're concerned about HR)

Prof. Jaques (with co-author) does it again: manages to produce an excellent book that details the theories that underlie SST.

A very readable and good introduction to the HR parts of the theories, that is a must to read if you will have any claim to really understand HR.

Highly recommended!