The Encyclopedia of Leadership:
A Practical Guide to Popular Leadership Theories and Techniques

by Murray Hiebert & Bruce Klatt, McGraw-Hill Business 2001  
ISBN 0-07-136308-4

Are you a busy leader, consultant, educator, trainer or coach?

Here, at your fingertips, is ready-to-use, reliable leadership information!

The Encyclopedia of Leadership is a compilation of over 125 world-renowned leadership techniques and practices for dealing with common situations facing today’s busy leader.

Featuring ideas by such gurus as John Kotter, Charles Handy, Peter Senge, David Ulrich, Ken Blanchard and Peter Drucker, The Encyclopedia of Leadership is a comprehensive desktop guide to the most important and influential leadership principles, models, tools and techniques in the organizational world. Brimming with examples of what to do and what not to do, it’s condensed into quick and easy bites, presented graphically, as ‘tools’—easy to apply, within minutes, to your unique situation. For instance, how to:

• apply the most effective leadership principles to your situation,
• improve leadership meetings,
• deal with difficult situations,
• rearrange your priorities to give you more time.

A summary of each tool, its origins and bibliography is followed by checklists, ‘how-to’ application pages, and downloadable customized worksheets—all to help you put these leadership theories into practice.

Many of these 125 techniques and practices have been encapsulated into unique stand-alone or "mix-and-match" unique 90 min workshoplets.

Potential Uses for The Encyclopedia of Leadership and its workshoplets:

• for your own leadership needs
• to coach or mentor others, and train other leaders
• to better equip teams and workgroups to be more effective.

The Encyclopedia of Leadership is now available at or

Note: The standard format Table of Contents is below this "sunburst" competency Table of Contents

Section 1: Foundational Concepts

1.1 Leadership in the 21st Century 1.2 Contrasting Management and Leadership 1.3 How Effective Leaders Act: An Overview 1.4 Principles to Guide Your Use of Leadership Techniques 1.5 The Basic Habits and Practices of Successful Leaders 1.6 Leadership: The Boards of Play

1.7 The Leadership Results Equation 1.8 Recursive Leadership: The Logic of Leadership Logic 1.9 Paradigms: Understanding The Thinking Behind Your Thinking 1.10 The GAS Model: Designing Practical Organizational Processes 1.11 Integrity: Gut Level Ethics

Section 2: Tools for Big Picture Thinking

2.1 Introduction to Systems Thinking For Leaders 2.2 The 7 S Model: Aligning for Success 2.3 Directional Statements: Three Levels of Clarity 2.4 Visioning and Vision Statements

2.5 Values and Leadership 2.6 Clarifying Purpose: Harnessing People Power in Organizations 2.7 Writing Clear Goal Statements 2.8 Measuring Success: The Balanced Scorecard

Section 3: Tools for Strategic Thinking

3.1 The Leader as Strategist 3.2 The Sigmoid Curve: Anticipating and Preparing for Change Despite Current Success 3.3 SWOT: Strengths, Weaknesses, Opportunities and Threats 3.4 The Fundamentals of Business-unit Strategy 3.5 Strategic Resourcing: Defining High Value Work for Service Groups

3.6 Strategic Relationships: Analyzing Your Client Base 3.7 RAIR Logic: Aligning Customers, Strategy, Culture, and Leadership 3.8 Partnering for Success: Joint Ventures and Strategic Alliances 3.9 Marketing a Professional Service Group

Section 4: Tools for Designing Productive Processes and Organizations

4.1 Designing Productive Organizations 4.2 Hierarchy: Leadership Levels in an Organization 4.3 Business Process Reengineering 4.4 Employee Involvement: A Range of Possibilities 4.5 Organizational Culture: Sail or Anchor? 4.6 Open-book Leadership: Developing Entrepreneurial Thinking

4.7 Job Satisfaction: Involving Workgroups in Designing Jobs 4.8 Revitalizing the Board of Directors in Non Profit Organizations 4.9 Using Professional Expertise: A Modern Leadership Skill 4.10 Surveying Employees: Leading the Survey Process

Section 5: Tools for Leading Change

5.1 Leading Change: A Change Equation 5.2 Leading Major Change in Your Organization 5.3 Assessing Readiness For Change 5.4 Leading Change: Small Wins or Breakthroughs? 5.5 Change Window: A Balanced Approach to Winning Support for Change 5.6 Aligning Systems: Building Systems Compatibility into Change Plans

5.7 Stakeholder Groups: Understanding and Mapping Stakeholder Systems 5.8 Human Transitions: Helping People Work Through Major Change 5.9 Surfacing and Dealing with Resistance 5.10 Appreciative Inquiry: Building Change on Success

Section 6: Tools for Critical Thinking & Innovation

6.1 The BS Detector Kit: Recognizing Errors of Logic 6.2 Assumption Analysis: Testing Decisions by Examining Their Underlying Premises 6.3 Sorting Out Complex Situations 6.4 Dealing Verbally with Complexity 6.5 Force-field Analysis: Organizing and Understanding Complexity

6.6 Optimizing Your Thinking—A Hat 6 Pack 6.7 Creativity and Innovation: The Leader’s Role 6.8 Mind Mapping: A Real-time, Creative Breakthrough Tool 6.9 Brainstorming: Generating Ideas Quickly

Section 7: Tools for Problem Solving, Decision Making & Quality

7.1 Reframing: Working the Real Problem 7.2 A General Problem Solving Model for Leaders 7.3 Problem Solving: A Systematic Approach to Finding Cause 7.4 Polarities: Dealing with Intractable Problems

7.5 Decision Making: Making Decisions Logical and Defensible 7.6 Potential Problem Analysis: Dealing with Risk to a Plan 7.7 Total Quality Leadership Overview 7.8 Affinity Diagrams: Organizing Mountains of Data

Section 8: Tools for Communication

8.1 Powerful Leadership Conversations 8.2 Direct Leader to Employee Communication Still Works Best 8.3 The Leader's Role in Organizational Communication 8.4 Levels of Communicating: Debate, Dialogue, and Discussion 8.5 Meta-communicating: Talking About Talking

8.6 Communication 101: Dealing Effectively with Feelings at Work 8.7 Actively Listening for Content, Feeling, and Meaning 8.8 Listening Techniques: Tactics to Improve Your Listening 8.9 Cross-cultural Communication 8.10 Media Relations for Leaders

Section 9: Tools for Leading and Influencing Others

9.1 Leadership Versatility: Matching Your Role to the Situation 9.2 Matching Your Leadership Style to the Situation 9.3 Leadership Strategies for Delegating Work 9.4 Increasing Your Impact: Understanding Control, Influence & Interest 9.5 Principled Negotiation: Creating Long Term, Win-win Agreements

9.6 Making Great Presentations 9.7 Selling Wheel: Getting Your Recommendations Accepted 9.8 Selling Large Projects: A Much Valued Leadership Skill 9.9 Power: A Fundamental Element of Leadership Success 9.10 Support Networks: The ‘Secret’ of All Successful Leaders

Section 10: Tools for Leading Teams & Groups

10.1 High Performing Teams: Organizing to Achieve Results 10.2 Improving Team IQ 10.3 Team Competencies: Thinking, Relating, and Acting 10.4 Inclusion, Control & Affection: Developing Commitment and Teamwork 10.5 Dealing with Disturbances in Workgroups and Teams 10.6 Assessing Your Group Leadership Skills

10.7 Getting Participation 10.8 Groundrules: Helping Groups to Achieve Business Results 10.9 Making Information Visible 10.10 Closure: Helping Groups Make Decisions & Plans Efficiently 10.11 Priority Setting in a Workgroup or Team 10.12 RASCI: A Planning Tool for Workgroups and Teams

Section 11: Tools for Leading Meetings

11.1 Process Cycle: Planning Effective Meetings and Events 11.2 Meetings: Purpose and Function in Workgroups and Teams 11.3 Meeting Checklist: From Planning to Follow Up 11.4 Meeting Roles

11.5 The Chairperson’s Role: Duties and Accountabilities 11.6 The Meeting Agenda: Why, What and How 11.7 The Chairperson’s Opening Remarks 11.8 The Meeting Minutes: Why, What and How

Section 12: Tools for Leading Relationships

12.1 The Relationship Bank: Maintaining Working Relationships 12.2 Building Trust into Working Relationships 12.3 Triangulation: The Surest Way to Damage a Relationship 12.4 Giving and Receiving Feedback: The Dos and Don’ts 12.5 Preparing Yourself to Give Negative Feedback

12.6 The 5 C’s: Escalating Confrontation Judiciously 12.7 Conflict: Five Levels for Dealing with Conflict 12.8 Dealing with Difficult People: A Timeless Leadership Challenge 12.9 The Essentials of Customer Service

Section 13: Tools for Leading Performance

13.1 Coaching and Supporting the Success of Others 13.2 Coaching High Performers: An Overlooked Element of Success 13.3 Accountability Agreements: Defining Accountability within Organizations 13.4 Management by Objectives 13.5 Urgency & Importance: The Essential Elements of Managing Your Time

13.6 Attribution Theory: Assessing Performance and Behavior 13.7 Documenting Employee Performance and Behavior 13.8 Job Competencies: Measuring and Predicting Performance 13.9 Human Capital: Truly the Most Valuable Asset 13.10 The Four Stages® Model: Understanding Career Strategies 13.11 Professional Leadership: Delivering an Expertise

Section 14: Tools for Learning

14.1 Scarcity and Abundance: The Importance of Attitude 14.2 Single & Double Loop Learning: When to ‘Stay the Course’ and When to Re-Evaluate 14.3 Needs Analysis: Measuring Return on Training Investments

14.4 Adult Learning: Principles for Helping Adults Learn 14.5 Teaching a Job: An Essential Skill for Frontline Leaders 14.6 Leaders and Learning Styles 14.7 Personal Preferences: Capitalizing on Individual Differences

Section 15: Tools for Taking Care of Yourself

15.1 Balance: Take Care of Yourself! 15.2 LEQ: The Leadership Emotional Quotient 15.3 The JoHari Window: What You Don’t Know Can Hurt You 15.4 Understanding Our Assumptions and Biases

15.5 Habits: The Good and Bad News that Leaders Need to Know 15.6 Managing Your Defensive Reactions 15.7 Managing the Stress Associated with Being a Leader