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The Accountable Leader is centred around three themes - leadership, accountability and organizational structure, and explores what it means for managers to be held to account at all levels in an organization. It will show that most leadership related problems arise from the ineffectiveness of organisational structures that lack accountable jobs. Complete with case study material and international examples, The Accountable Leader brings home the importance of accountability as the necessary and robust platform for the assessment of potential leaders and leadership development - and…mehr
The Accountable Leader is centred around three themes - leadership, accountability and organizational structure, and explores what it means for managers to be held to account at all levels in an organization. It will show that most leadership related problems arise from the ineffectiveness of organisational structures that lack accountable jobs.
Complete with case study material and international examples, The Accountable Leaderbrings home the importance of accountability as the necessary and robust platform for the assessment of potential leaders and leadership development - and demonstrates how clear accountability enables managers to achieve much more within their roles.
The Accountable Leader was prestigiously voted one of 'The Thirty Best Business Books of 2008' by Soundview Executive Book Summaries, USA.
Brian Dive runs his own business, DMA Consultancy (www.dmaconsultancy.com) and is a senior partner in Panthea Leadership consultancy (www.panthealeaderhip.com).
Inhaltsangabe
Introduction Part 1 Chapter 1: Accountable for success Held to account - what does it mean? Accountability, organization design and effective leadership Accountability: what does it mean? Why is accountability important? The link to authority Teams and shared accountability What is management accountability? Personal fulfilment on the front line The Accountable Leader Chapter 1: Key points Chapter 2: Organizing for accountability Hierarchy: the response to increasing complexity The importance of a sound organizational platform What makes for an accountable organization in which leaders are held to account? The importance of organizations being 'in flow' The Accountable Leader Chapter 2: Key points Chapter 3: Leaders and leadership development The Napoleon syndrome Leadership versus management: a barren dichotomy A key distinction What is meant by leadership? The issue of talent Leadership pipeline - what pipeline? Leadership development in the organization Job evaluation: status, grades and ranks Self-actualization The Accountable Leader Chapter 3: Key points Chapter 4: Holding leaders to account: leadership by design The DMA Solution Set What is Decision Making Accountability? The importance of conceptual integration The link to business strategy Management layers and work levels The Seven Elements of DMA The Accountable Leader Chapter 4: Key points Part 2 Chapter 5: Held to account at the front line On the level At the sharp end The Seven Elements at the front line Challenges at the front line The supervisory role in the first level of accountability Support roles and their link to authority The supervisory challenge at the front line: a 'spanner in the works'? Spans of control The well-organized customer service front line Warning signs: typical issues resulting from multiple tiers of front line supervision Possible next steps The Accountable Leader Chapter 5: Key points Chapter 6: Managing the front line A rule of thumb: organize for value from the front line The Seven Elements at the second level of accountability Implications for management The problem with professionals Attention: spans Key steps to define the optimum span of control The span of control questions The advantages and shortcomings of narrow and wide spans Layers: redressing the balance The Accountable Leader Chapter 6: Key points Chapter 7: Managing the managers The essence of Level 3 accountability Issues at Level 3 The business unit Automation Organization design problems at Level 3 How it works in practice: a Work Level 3 case study Dwell-time at Level 3 The Accountable Leader Chapter 7: Key points Chapter 8: Managing on a global stage Strategic accountability When is a regional headquarters justified? What does the CHQ do? Reporting links Part 3 Chapter 9: Organizational design accountability and leadership in practice Leadership development schemes and why they fail Organization design is critical to leadership development Operational and strategic work: identifying the dividing line Performance is no guarantee of promotion The importance of boundary moves Faulty organization design masks the identification of talent Confusion about values, skills and competencies The way forward? The Accountable Leader Chapter 9: Key points Chapter 10: Leadership development schemes: how can they succeed? The challenge The key steps to identifying and developing leaders Pulling the threads together The Accountable Leader Chapter 10: Key points Chapter 11: Tracking a successful leader The era of the inclusive leader A Level 8 career track Advising leaders at Levels 6 and above The Accountable Leader Chapter 11: Key points Chapter 12: The accountable leader: 20 key ideas 20 key ideas in this book
Introduction Part 1 Chapter 1: Accountable for success Held to account - what does it mean? Accountability, organization design and effective leadership Accountability: what does it mean? Why is accountability important? The link to authority Teams and shared accountability What is management accountability? Personal fulfilment on the front line The Accountable Leader Chapter 1: Key points Chapter 2: Organizing for accountability Hierarchy: the response to increasing complexity The importance of a sound organizational platform What makes for an accountable organization in which leaders are held to account? The importance of organizations being 'in flow' The Accountable Leader Chapter 2: Key points Chapter 3: Leaders and leadership development The Napoleon syndrome Leadership versus management: a barren dichotomy A key distinction What is meant by leadership? The issue of talent Leadership pipeline - what pipeline? Leadership development in the organization Job evaluation: status, grades and ranks Self-actualization The Accountable Leader Chapter 3: Key points Chapter 4: Holding leaders to account: leadership by design The DMA Solution Set What is Decision Making Accountability? The importance of conceptual integration The link to business strategy Management layers and work levels The Seven Elements of DMA The Accountable Leader Chapter 4: Key points Part 2 Chapter 5: Held to account at the front line On the level At the sharp end The Seven Elements at the front line Challenges at the front line The supervisory role in the first level of accountability Support roles and their link to authority The supervisory challenge at the front line: a 'spanner in the works'? Spans of control The well-organized customer service front line Warning signs: typical issues resulting from multiple tiers of front line supervision Possible next steps The Accountable Leader Chapter 5: Key points Chapter 6: Managing the front line A rule of thumb: organize for value from the front line The Seven Elements at the second level of accountability Implications for management The problem with professionals Attention: spans Key steps to define the optimum span of control The span of control questions The advantages and shortcomings of narrow and wide spans Layers: redressing the balance The Accountable Leader Chapter 6: Key points Chapter 7: Managing the managers The essence of Level 3 accountability Issues at Level 3 The business unit Automation Organization design problems at Level 3 How it works in practice: a Work Level 3 case study Dwell-time at Level 3 The Accountable Leader Chapter 7: Key points Chapter 8: Managing on a global stage Strategic accountability When is a regional headquarters justified? What does the CHQ do? Reporting links Part 3 Chapter 9: Organizational design accountability and leadership in practice Leadership development schemes and why they fail Organization design is critical to leadership development Operational and strategic work: identifying the dividing line Performance is no guarantee of promotion The importance of boundary moves Faulty organization design masks the identification of talent Confusion about values, skills and competencies The way forward? The Accountable Leader Chapter 9: Key points Chapter 10: Leadership development schemes: how can they succeed? The challenge The key steps to identifying and developing leaders Pulling the threads together The Accountable Leader Chapter 10: Key points Chapter 11: Tracking a successful leader The era of the inclusive leader A Level 8 career track Advising leaders at Levels 6 and above The Accountable Leader Chapter 11: Key points Chapter 12: The accountable leader: 20 key ideas 20 key ideas in this book
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