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“What Leadership in organizations isn’t”

The introductory Part I contains three chapters that present the case for the need for this book. The first chapter challenges the nature of the contributions of the modern leadership movement, and provides an overview of the movement’s lack of cohesiveness, suggesting that this may indicate a measure of questionable verisimilitude. Chapter 2 provides a closer look at some of the more dominant and rising influences in the modern leadership movement, and how they might be contributing to the problem. Finally, Chapter 3 goes a little deeper into the recent and more distant history of the literature to find and discuss those hints buried within it that offer glimmers of promise pointing in the direction of the argument of this book:

I: Introduction

Chapter 1. What’s Happened (download this chapter for free here: MLChapterOne.pdf – in .pdf format)

  • Definitions
  • Terms

Chapter 2. What’s Wrong

  • Concentrating on the Leader
  • The One Constant
  • Follow the Leader
  • Walk this Way
  • Journey to the Center of the Ego
  • Just add Water
  • At the Feet of the Master
  • The Leader Within

Chapter 3. What’s Close

  • Relative
  • Structural
  • Circular
  • Situational
  • Emotional
  • Organizational
  • Cultural

“What Leadership in organizations is”

Part II consists of four chapters that lay out the argument for the existence of organizational leadership, and for the ability and importance of intelligently managing it. Chapter 4 builds upon observations, made in another context, of the behavior of soldiers in combat units.

These are then used as a basis upon which to draw our own more general observations about organizational behavior and leadership. The discussion here builds the basis for what follows.

The next chapter extends those observations to begin building the case for the existence of organizational leadership by showing how leadership can occur at various times and points throughout the organization. Chapter 6 then presents the full case for organizational leadership – what it is, and how it operates in an organization. Chapter 7 closes the main part of the book with a discussion of how to manage organizational leadership:

II: Organizational Leadership

Chapter 4. Leadership from the Front

  • A Note of Caution
  • The Military Environment
  • Military Leadership
  • Men Against Fire
  • Action and Inaction
  • Spontaneous Leadership
  • Follow Me!
  • I’ll be Waiting Right Here

Chapter 5. Leadership from the Rear

  • Directed Leadership
  • Natural Leadership
  • The Senior Executive
  • Authority and Responsibility
  • Leadership and Command
  • Exploiting Leadership

Chapter 6. Leadership from Within

  • Mismanagement
  • Free Spirits
  • Rebels with (or without) a Cause
  • Lost Souls
  • Management
  • The Group Spirit
  • The Guiding Force
  • Marshaling the Forces
  • United in Spirit
  • Captains of Industry
  • Know Thyself

Chapter 7. Managing Leadership

  • Purpose
  • Scanning
  • Vision
  • Planning
  • Organization
  • Mobilizing
  • Communicating
  • Execution
  • Direction
  • Evaluation
  • Monitoring

“A Distinction with an Actionable Difference”

The concluding Part III consists of two chapters, beginning with the presentation of possible critiques of the book’s arguments. Certainly, the ideas proposed herein about leadership are not in the commonly adhered-to tradition of the topic. These ideas may be difficult to absorb, and will likely attract resistance for disturbing what have been apparently satisfactory habits of thought. Accordingly, in this chapter, the author anticipates several of these critiques made from several perspectives, and addresses each one, in turn. The final chapter offers a concise review of the argument of the book, although the reader should be cautioned that it is not a self-contained substitute for the broader argumentation made in Part II. It then concludes with some thoughts about how to proceed with implementation of the concepts presented:

III. Conclusion

Chapter 8. What’s Different

  • Business as War?
  • Great Men
  • Great Innovators
  • Open Schedules
  • All in the Wrist?
  • Piling On
  • Silver Stake
  • Nothing New Under the Sun?

Chapter 9. What’s Next

  • Organizational Leadership
  • Missteps
  • Half Steps
  • Full Forward Step
  • Benefits
  • Managers
  • Employees
  • Boards
  • Organizations
  • Implementation and the Board
  • The Senior Executive
  • Conclusion

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