Psychology for Leaders

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.

• 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

Sigh, what an inspiring title…

Unfortunately, it is worth reading and should in reality be sorted under leadership instead of HRM (or maybe under strategy?). Anyway, read it.