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The Leadership Contract: The Fine Print to Becoming an Accountable Leader, 2nd Edition

ISBN: 978-1-119-21184-6
224 pages
January 2016
The Leadership Contract: The Fine Print to Becoming an Accountable Leader, 2nd Edition (1119211840) cover image

Description

A comprehensive blueprint for the enlightened leader  

The Leadership Contract is the modern leader's handbook for organizational renewal. Leaders are no longer "rulers," nor are they accidental—in today's business climate, leadership is both a trait and a specific set of skills. It's about trust, commitment, communication, and drive. This book shows you how to become the leader your organization needs. You'll go beyond adopting the habits and practices of an effective leader and actually put it in writing to establish a leadership contract that ensures the success of your company.  This revised and updated edition includes new coverage of accountability, personal and organizational levels of the leadership contract, new Gut Check summary questions after each chapter, and additional opening and closing remarks to provide key insight into what the leadership role entails.

Recent studies show that only 7 percent of employees have trust and confidence in their senior leaders. How can organizations succeed without the support of their employees? This book aims to build better leaders and establish a true leadership culture that inspires the entire organization.

  • Learn why a leadership contract is needed and what it entails
  • Discover the real impact of your decisions and work ethic
  • Motivate and inspire by making the right connections
  • Facilitate a vibrant, positive culture that innovates and thrives

Exceptional leadership is the heart of a successful organization. Employees need to be able to trust in the skills, strategy, judgment, and motivation of those steering the ship. The Leadership Contract provides a blueprint for today's leaders, and guides you toward becoming the leader your employees deserve.

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Table of Contents

Introduction xi

Redefining How You Lead xvi

The Leadership Contract xvii

A Word of Warning xix

Chapter 1 My Personal Leadership Story 1

Is Leadership Worth Dying For? 2

Why Are Some Leaders Such Jerks? 8

Why Are Many Leaders So Lame? 10

Has Anyone Noticed That We’ve Stopped Talking about Our Values? 12

How Do You Create a Vibrant Culture? 13

How Do You Lead through Ambiguity? 15

Chapter 2 What’s Wrong with Leadership Today? 18

Leadership Is Disappointing 19

Leadership Is Disconnected 22

Leadership Is Disgraceful 23

How Did We Get Here? 26

It’s Time We Stop Settling—and Start Expecting More 31

Chapter 3 Why We Need a Leadership Contract 33

Do You Know What You’ve Signed Up For? 35

The Leadership Contract and Its Four Terms 35

Chapter 4 Leadership Is a Decision—Make It 40

Why Doesn’t Anyone Want to Be a Leader Anymore? 41

Why You Need to Make the Leadership Decision 42

The Two Kinds of Leadership Decisions 45

Big D and small d Leadership Decisions—Clarity and Commitment 49

A Real Leadership Decision Is Visceral 52

Deciding Not to Lead Is an Important Leadership Decision 54

Chapter 5 Leadership Is an Obligation—Step Up 59

The Iron Ring Ceremony 60

What’s It Going to Take? 63

The Five Core Obligations of Leadership 65

The Five Core Obligations in Action 76

Revisiting the Iron Ring Ceremony and What It Means for Leaders 79

Final Thoughts—Leadership Is an Obligation 80

Chapter 6 Leadership Is Hard Work—Get Tough 82

Do We Have Wimps or Leaders in Our Organizations? 83

The 10 Ways Leaders Make the Hard Work Harder 85

Final Thoughts—It’s Time to Get Tough 98

Chapter 7 Leadership Is a Community—Connect 100

The Missed Opportunity 101

We Are Wired for Community 102

A Rotting of Zombies 103

A League of Heroes 104

A Stable of Thoroughbreds 105

It’s Time to Build a Community of Leaders 107

A Strong Community of Leaders—Clarity and Commitment 108

Has Everyone Noticed the Change in the Room? 111

Do You Have What It Takes to Be a Community Builder? 113

Final Thoughts—How Is Help Viewed in Your Organization? 115

Chapter 8 Signing the Leadership Contract 117

It’s Time to Sign the Leadership Contract 119

The One Thing You Cannot Do 121

Signing the Document 123

Final Thoughts—Signing the Leadership Contract 124

Chapter 9 The Turning Points of Leadership 126

Revisiting the Turning Points of Leadership 127

Final Thoughts—The Turning Points of Leadership 137

Chapter 10 Living the Leadership Contract 139

The Four Foundational Practices for Living the Leadership Contract 141

Regular Practices for Living the Leadership Contract 152

Final Thoughts—Becoming a Truly Accountable Leader 157

Chapter 11 Embedding the Leadership Contract in Your Organization 159

Leadership Accountability—A Critical Business Issue 162

The Four Strategies to Drive Strong Leadership Accountability 164

Final Thoughts: Driving Leadership Accountability 180

Conclusion 181

Notes 183

Acknowledgments 187

About the Author 191

Index 195

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Author Information

VINCE MOLINARO, PhD, is an author, speaker, and leadership advisor to senior executives, heads of human resources, and boards. He is the Global Managing Director of Strategic Solutions with Lee Hecht Harrison, a firm dedicated to delivering leadership development, employee engagement, career transition, and change management solutions. He's the author of the bestseller The Leadership Contract and coauthor of Leadership Solutions and The Leadership Gap, all from Wiley.

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