Index
Exceptional Leadership by Design: How Design in Great Organizations Produces Great Leadership
ISBN: 978-1-78743-901-6, eISBN: 978-1-78743-900-9
Publication date: 17 September 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Elkington, R., van der Steege, M., Glick-Smith, J.L. and Breen, J.M. (Ed.) Exceptional Leadership by Design: How Design in Great Organizations Produces Great Leadership, Emerald Publishing Limited, Leeds, pp. 283-290. https://doi.org/10.1108/978-1-78743-900-920181016
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Note: Page numbers followed by “n” with numbers indicate notes.
Adverse effects
, 16
Adversity
, 144, 150–151, 155, 164–166, 280
ie>growth cycle
, 151
Advocacy, senior management
, 113–114
Afghan culture
, 129, 131
After-action reviews (AAR)
, 137–138
Agency
, 52, 61, 66, 67
ie>contextual insight for
, 60
ie>designing
, 54–56
ie>reciprocity of
, 52–53
ie>strengthening
, 67
ie>“Sweet Spot”
, 55
Agriculture
, 130
Amazon
, 13, 146
Ambiguity
, 36, 87, 134, 186, 200, 207, 210, 214, 250, 280, 281
Analytical leaders
, 20
Apple (Company)
, 13
Appreciation
, 213, 215, 216
Art
ie>education
, 43
ie>of jazz
, 35, 36, 39, 42–44
ie>leadership as
, 35–36
Artistic formation
, 37
Artistic Leadership
, 198, 214–220, 221n13
Artists
, 43–44
Attention management
, 40–41
Authentic, Aware, Appreciative, Reflective, Respectful, Trusting, Tolerant, Inspiring, Sincere, Timely, Transparent, Imaginative, Intuitive, Curious, Collaborative, and Courageous Leadership (AARRTTISTTIICCC Leadership)
, 215
Authenticity
, 37, 43, 59, 179, 215
Autonomy
, 138, 161
Awareness
, 43, 45, 56, 58, 166, 173, 175, 200, 215–216
ie>internal
, 279
ie>lack of
, 229
ie>self-awareness
, 231–232
ie>situational
, 123, 190
Backward design
, 15
“Beach”
, 257
“Bistro”
, 257
BP Deepwater Horizon disaster
, 79
Brainstorming
, 8, 20–21, 85, 131
Braintrust
, 29–30
Broader facts
, 105
ie>barriers undermining Fe+Male leadership synergy
, 106–108
ie>context
, 105–106
Building smoke
, 185
Business
ie>leaders
, 11, 19–20, 120, 132
ie>matter in context of
, 212–213
BvS innovation framework
, 204
C-suite leaders
, 133–134
Cardiopulmonary resuscitation (CPR)
, 227–228
Coaching researcher Art Costa
, 51
Cognitive freedom
, 154–155
Collaboration
, 12, 213–214, 218–219, 264, 279
Collaborative thinking
, 20–21
Commitment
, 128, 163
Communication
, 164
ie>by design
, 179
Community
, 163
Compassion
, 145
Competence
, 163
Complex Adaptive System
, 82, 84
Complexity
, 121, 201, 250
Comprehensive design process
, 128
Connections
, 163
Connectivity
, 199
Conservatism
, 92
Consideration
, 164
Consumer healthcare company (CHC)
, 259–263
Consumers
, 200
Contemporary leadership research
, 49
Convergence
, 199–200
Convergent thinking
, 21, 22
Coordination
, 164
Cost-effective strategies
, 276
Courage
, 219
Creativity
, 10, 14, 24
Cross-cultural management
, 242
Cultural context
, 123, 158
Cultural dilemma
, 224
Cultural improvisation
, 240–241
Cultural intelligence (CQ)
, 225, 231–232, 281
ie>creating foundation for
, 227–229
ie>development
, 241–243
ie>global need
, 225–227
ie>leader
, 236
Culturally intelligent global leader
, 225, 281
Culturally intelligent leadership by design
, (see also Great leadership)
ie>creating foundation for culturally intelligent design
, 227–229
ie>curiosity
, 233–234
ie>expatriate success
, 234–237
ie>going from monocultural to multicultural perspective
, 230–233
ie>knowledge-building
, 237–238
ie>patience for knowledge creation
, 238–240
Culture
, 120, 249
ie>Afghan culture
, 129, 131
ie>design-friendly organizational
, 135–136
ie>of empathy
, 4
ie>flow-based leadership
, 175
ie>Innovation
, 202–203, 207
ie>organizational
, 207
ie>people-focused
, 9
“Culture determines and limits strategy”
, 135–136
“Cupcake” approach
, 27, 28
Curiosity
, 218, 233–234
Decision-making process
, 131
Deep presence
, 58–59
Design approach
, 281
ie>leadership horizon of presence
, 56–59
ie>leadership horizon of vision and values
, 59–62
ie>making meaning in “storied space”
, 62–65
ie>to strengthening leadership
, 56–68, 65–67
Design thinking
, 9–11, 13, 25, 121, 144, 165, 166, 275, 279, 280
ie>build systems and processes
, 136–138
ie>capacity
, 133
ie>components
, 132–133
ie>diverse voices from edge
, 135
ie>foster design-friendly organizational culture
, 135–136
ie>garner sponsorship of key C-suite leaders
, 133–134
ie>ideation
, 125–126
ie>implementation
, 127–128
ie>inspiration
, 122–125
ie>inspire, ideate, and implement
, 128–131
ie>manage expectations and embrace risk
, 134–135
ie>outcomes from applying design approach
, 132
ie>success
, 135
ie>VUCA
, 120
ie>for workspace
, 267
Design-friendly organizational culture
, 135–136
Design(ing)
, 11–14
ie>design-centric companies
, 24
ie>framework
, 5, 25
ie>leadership
, 77–79
ie>mental mode of design process
, 282
ie>mindset
, 10, 11–14, 140, 279
ie>playbacks
, 30
ie>principles of empathy
, 4
ie>process
, 276, 279
ie>stronger self-efficacy and agency
, 54–56
ie>workspace
, 264
Designer leadership to leadership by design
, 78, 86–87
ie>journey from
, 82–86
ie>questions
, 87–89
Designing leadership for innovation
, (see also Innovation)
ie>artistic leadership
, 215–220
ie>change in perspective
, 210–212
ie>context of business, leadership, and innovation
, 212–213
ie>design thinking journey
, 197
ie>innovation inertia
, 210
ie>innovation turns into rabbits in headlights
, 212
ie>leading of and leading for innovation
, 214–215
ie>obstacles to embracing innovation
, 210
ie>in twenty-first century
, 213–214
Designing leadership like Jazz music
, 35, 279
ie>leadership as art
, 35–36
ie>leadership formation
, 36–38
ie>leadership formation precedes leadership development
, 38–39
ie>lessons from jazz apply to leadership formation
, 39–45
Digital devices
, 199
Digitized talent management apps
, 110–111
Disappearance of boundaries
, 199–200
Disintegration of boxes
, 199–200
Diversity
, 158
ie>divergent thinking
, 21, 22
ie>diverse voices from edge
, 135
ie>gender
, 94
“Divided life”
, 61
“Dry cake” approach
, 28
Dunning-Kruger effect
, 229
Economic development
, 130
Economist Intelligence Unit
, 225, 227
Economy of encounters
, 258
Emergent leadership
ie>designer leadership to leadership by design
, 82–88
ie>designing leadership
, 77–79
ie>leadership by design
, 79–81
ie>questions
, 87, 89
Emotional control
, 155
Emotional intelligence development
, 44–45
Empathy
, 4, 9, 12, 97–98, 145, 159, 182, 266, 276, 277–278
ie>applying
, 184
ie>establish design team
, 98
ie>maps
, 17–18
ie>skills for design
, 99
ie>skills to redesign Fe+Male synergy in organization
, 99–105
Employees
, 249
Entrepreneurship
, 86
Ethnic context
, 158
Exceptional leadership
, 3–4, 79, 275
ie>evaluation by design
, 281
Exceptional Leadership by Design (ELBD)
, 275, 279
Expatriate success
, 234–237
External linkages
, 208
Facebook
, 24, 146
Facilitating team flow
, 182–183
Faith-based contexts
, 36
Fe+Male leadership synergy
ie>activation in organization
, 95–97
ie>advance female leadership inclusivity
, 111–112
ie>broader facts
, 105–108
ie>case study
, 92–95
ie>design favorable environment for gender inclusivity
, 112–114
ie>empathize
, 97–105
ie>posters of world of women leaders
, 108–111
ie>reinforcing confidence of highly capable women
, 114–115
Feedback
, 161, 166
Female graduates
, 106
Female leadership inclusivity, advance
, 111–112
Flexibility
, 12, 159
Flow
, 173
ie>characteristics
, 173
ie>function
, 174
ie>leadership and
, 175
ie>transformation
, 174
Flow-based leadership
ie>design flow-based leadership in organization
, 183–189
ie>gold standard of
, 176–177
ie>GSD flow-based leadership model
, 177–183
ie>life cycle of leadership development
, 175–176
ie>model
, 280–281
ie>primer on flow and
, 173–183
Ford Motor Company
, 41
Forming individuals into whole persons
, 43
Fusion
, 261
“Future Friday” project
, 182
Garner sponsorship of key C-suite leaders
, 133–134
Gender
ie>discriminatory practices
, 113–114
ie>diversity
, 94
ie>equality and sensitivity
, 113
ie>gender inclusivity, design favorable environment for
, 112
ie>senior management advocacy
, 113–114
Geographic identity
, 159–161
Georgia Smoke Diver (GSD)
, (see also GSD flow-based leadership model), 176–177, 189, 281
Global Innovation 1000 Report (2012)
, 221n11
Global leadership
, 242
Gold standard of flow-based leadership
, 176–177
Google
, 13, 24, 146
Governance
, 130
ie>projects
, 130
ie>structures
, 138
Great leadership
, (see also Culturally intelligent leadership by design), 3, 279
ie>core design concepts categorized under four buckets
, 14
ie>create
, 24–28
ie>design, design mindset, and leadership
, 11–14
ie>inspirational leadership story
, 9–11
ie>learn
, 28–30
ie>mindset
, 30–31
ie>structural changes
, 8
ie>team’s flat hierarchy
, 7
ie>think
, 19–24
ie>understand
, 15–19
Grounded confidence
, 51
“Grunt” jobs
, 185
GSD flow-based leadership model
, 177–178
ie>bind group
, 180
ie>commit to stable infrastructure
, 179–180
ie>communicate by design
, 179
ie>facilitate team flow
, 182–183
ie>honor individual creativity to promote innovation
, 180–181
ie>lead by example
, 178–179
ie>use positive motivation techniques
, 181–182
Hackman and Oldham model
, 161
Harvard’s Project Zero
, 43
Healthy detachment
, 29
Hidden bias
, 229
High reliability organizations (HRO)
, 187–188
High-performing military units
, 138
Highest paid person’s opinion (hippo)
, 21
How might we approach (HMW approach)
, 23–24
Human agency model
, 55, 65
Human needs satisfaction
, 158–159
Human sciences, research in field of
, 58
Human-centered design approach (HCD approach)
, 10, 86, 96, 114
Human-centered lasting solution
, 280
Human-centric design thinking
, 280
Ideation
, 10, 121, 125–126, 129–130, 185–186, 266, 278
Identity grounded in integrity
, 43–44
IDEO
, 10, 24, 125, 133
Imagination
, 218
ie>outcomes as design mechanism
, 185–186
Implementation
, 121, 127–128, 130–131
Improvisation practice
, 41–43
Incremental approach
, 26
Individual resilience
, 150, 151
Industrial Revolution
, 161
Influences
, 12
Innovation
, (see also Designing leadership for innovation), 198
ie>ability to lead for
, 198–203
ie>culture
, 202–203, 207
ie>excellence
, 211
ie>honor individual creativity to promote
, 180–181
ie>inertia
, 210
ie>leading practice
, 208–209
ie>perspective
, 210
ie>strategies
, 205
Innovation Exchange
, 220n10
Innovation Leading Practice & Future Challenges
, 220n10, 221n12
Innovative organizations
, (See also Designing leadership for innovation), 203
ie>external linkages
, 208
ie>leadership
, 205–206
ie>organizational culture
, 207
ie>physical work environment
, 207
ie>processes
, 206–207
ie>strategy and vision
, 204–205
Innovators
, 208
Innovators Anonymous
, 220n10
Inspiration
, 121, 122–125, 128–129, 217, 257
ie>inspirational leadership story
, 9–10
Integrity, cultivating identity grounded in
, 43–44
Intercultural management
, 242
Intercultural sensitivity, developmental model of
, 230–231
Internet
, 199
ie>Internet-era digital technology
, 255
Intuitiveness
, 12, 218
Iterative approach
, 26, 134, 138, 140
Jazz music
, 37–38
ie>Jazz artists
, 44
ie>lessons from Jazz apply to leadership formation
, 39–45
Job design model
, 165
Job Diagnostic Survey
, 161
Johari Window
, 235, 236
Journey maps
, 18
Knowledge creation, patience for
, 238–240
Lateral thinking
, 21
Leaders/leadership
, 3–4, 14, 21, 27, 43–44, 51, 75, 149–150, 166–167, 175, 182, 205–206, 275, 276, 279, 281
ie>adversity growth cycle
, 151
ie>as art
, 35–36
ie>assumptions
, 199
ie>impact of built environment
, 251–254
ie>CHC
, 259–263
ie>choosing mood
, 153
ie>cognitive freedom
, 154–155
ie>context
, 19
ie>by design
, 79–81
ie>design, design mindset, and
, 11–14
ie>designer leader to leadership by design
, 82–86
ie>designer leadership to leadership by design
, 86–87
ie>designing
, 77–79
ie>dimensions of resilience
, 152
ie>evaluation by design
, 282
ie>gift of resilience
, 156–157
ie>importance
, 212–213
ie>for innovation
, 213–215
ie>Microsoft Finland
, 257–259
ie>process
, 87, 157
ie>resiliency
, 150–151
ie>styles
, 3, 249–251
ie>traditional paradigms
, 31
ie>workspace
, 255–257, 264
Leadership
, 11–14
“Leadership and Systems”
, 76
Leadership development
, 184–185, 189
ie>leadership formation precedes
, 38–39
ie>life cycle of
, 175–176
Leadership formation
, 36–38
ie>cultivating identity grounded in integrity
, 43–44
ie>developing emotional and spiritual intelligence and literacy
, 44–45
ie>forming individuals into whole persons
, 43
ie>lessons from Jazz apply to
, 39
ie>making improvisation practice
, 41–43
ie>pay attention
, 40–41
Leadership horizon
ie>of presence
, 56–59
ie>of vision and values
, 59–62
Leadership in Turbulent World
, 150
Leadership Self-Efficacy (LSE)
, (see also Self-efficacy), 52
Lean Product Design
, 16, 27
Learning
, 14, 28–30
“Library”
, 257
Line-of-duty deaths (LODDs)
, 181
Literacy development
, 44–45
Lived space
, 256
Logistical systems
, 132
Market readers
, 205
MassMutual
, 13
McKinsey study
, 182
Mediocre leadership
, 3
Mental mode of design
, 282
Meta-cognition
, 54
Microsoft Finland
, 257–259
Military application
, 120
Mind mapping
, 22–23, 24
Mindset
, 28
ie>design
, 10, 11–14, 140, 279
ie>leadership
, 30–31
ie>organizational
, 159
Minimum viable product (MVP)
, 27
Mo(tivation) Squad (Mo Squad)
, 181
Mount Coolum in Australia
, 15
Multicultural perspective, from monocultural to
, 230–233
Musical information
, 42
Need seekers
, 205
Negativity
, 147
Networking
, 265–266
Non-resilient person
, 149
NPS
, 19
Observation
, 29
Open-ended questions
, 29
Openness
, 12, 227–228
Operational excellence
, 211
Organizational/organization(s)
, 179, 241
ie>activating Fe+Male leadership synergy in
, 95–97
ie>applying empathy
, 184
ie>behaviors
, 206
ie>connections with resilient leadership
, 157
ie>culture
, 207
ie>design flow-based leadership in
, 183–184
ie>design models
, 160–161
ie>growing leaders
, 184–185
ie>ideation
, 185–186
ie>intervention
, 277
ie>leadership
, 9, 145, 146
ie>mindset
, 159
ie>prototype development
, 187–188
ie>resilience
, 150
ie>restructure
, 162
ie>skills to redesign Fe+Male synergy in
, 99–105
ie>testing
, 189
ie>values
, 206
Outcomes
, 12
Pacific Area Special Operations Conference (PASOC)
, 124, 127–128
PayScale
, 107
Peace
, 167
People-focused culture
, 9
Performing artists
, 45
Performing arts
, 45
Personal vision
, 60
Personas
, 17
Physical space
, 261
Physical work environment
, 207, 251–252
Pixar film
, 30
Planned space
, 256
“Playback” and learn together
, 29–30
Political context
, 158
Practical design concepts
, 14
Practiced space
, 256
“Premortem”
, 186
Prototypes
, 10, 25, 27, 267, 278
ie>development
, 187–188
ie>impactful responses to VUCA challenges
, 125–126
ie>testing
, 277–278
Public Information Officer (PIO)
, 187
Quantum Corp
, 195, 197, 219
Reciprocity of self-efficacy and agency
, 52–53
Recognition Primed Decision model (RPD model)
, 186
Redesigning
ie>Fe+Male synergy in organization
, 99–105
ie>hero leader
, 75–89
ie>leadership
, 279
Reflection
, 216
ie>reflective experience
, 54
ie>reflexive design approach
, 50
Resilient leader
, 150, 165
ie>connections between organizational design and
, 157
Resilient organization design
, 144, 162–165
ie>action plan to design resilient organization over time
, 165–167
ie>out of balance
, 147–148
ie>connections between resilient leadership and organizational design
, 157
ie>leader learns to resilient
, 150–157
ie>leadership
, 149–150
ie>linkages between adversity, stealing time, and resilience
, 144
ie>organizational layoff
, 143–144
ie>socio-economic system components
, 158–161
ie>stealing time
, 145–146
Resilient/resilience
, 144, 145, 160
ie>behaviors
, 151, 163, 165
ie>dimensions of
, 152
ie>individual
, 150, 151
ie>organizational
, 150
ie>spiritual dimension of
, 156
ie>strategies
, 154
ie>team
, 150
Respectful
, 216
Rethinking
, 162
Revolutionizing effect
, 85
Rights Revolution
, 105
“Sacred honor”
, 180
Scorecard method
, 41
Seesaw movement
, 211
Self-efficacy
, 66–67
ie>contextual insight for
, 60
ie>of inexperienced chess player
, 54
ie>reciprocity of
, 52–53
ie>strengthening
, 54–56, 67
ie>“Sweet Spot”
, 55
ie>wildcard
, 51–52
Self-organization principle
, 258
Serendipity
, 258
“Seven Streams of Resilient Behavior”
, 162–164
Sharing knowledge
, 30
Sincerity
, 217
Skill acquisition, continuum of stages of
, 50
Skill variety
, 161
Social capital
, 87
Social construct
, 77
Social dimension
, 161
Social networks
, 128–129
Socio-cultural friction
, 120
Socio-economic and cultural context
, 123
Socio-economic system
, 157
ie>ethnic, cultural, political, and diversity
, 158
ie>geographic identity
, 159–161
ie>human needs satisfaction
, 158–159
ie>transparency and flexibility
, 159
Solidarity
, 232
Spirituality
, 156
ie>spiritual dimension of resilience
, 156
ie>spiritual formation
, 36–37
ie>spiritual intelligence development
, 44–45
Stakeholders
, 121, 124, 275–276
Starbucks
, 13
Stealing time
, 145–146, 151, 280
“Storied space”
, 61–65, 66–67
Strategy
ie>cost-effective
, 276
ie>innovation
, 205
ie>resilience
, 154
ie>and vision
, 204–205
Strengthening leadership by design
, 51, 65–67, 279
ie>applying design approach to strengthening our leadership
, 56–68
ie>designing stronger self-efficacy and agency
, 54–56
ie>laying groundwork for
, 50
ie>new perspective on
, 50–51
ie>reciprocity of self-efficacy and agency
, 52–53
ie>self-efficacy wildcard
, 51–52
Stress
, 147, 148
String bass player
, 45
Structural changes
, 8
Structured design process
, 9
Synergy
, 93
ie>activating Fe+Male leadership
, 95–97
ie>barriers undermining Fe+Male leadership
, 106–108
ie>skills to redesign Fe+Male
, 99–105
Talent management systems
, 113
Task identity
, 161
Task significance
, 161
Teacher formation
, 37
Teams
, 160
ie>members
, 144, 159
ie>resilience
, 150
Technology
, 147, 265
ie>drivers
, 205
Testing
, 10, 278
ie>organizational
, 189
ie>prototype
, 277–278
“Theory of Practice”
, 40
Thinking
, 14, 19–24, 162
Thumasai Inc.
, 81, 84
Time management
, 217–218
Tolerant/tolerance
ie>approach
, 30, 217
ie>for error
, 12
ie>for risk
, 12
Traditional leadership
, 20, 31, 250
Transparency
, 159, 218
Tribalism
, 180
True empathy
, 97
Trusting
, 216–217
Uncertainty
, 200, 250
“Unconscious Bias” test
, 113
Unconscious incompetence
, 229
Understanding
, 14, 15–19
Underwriters Laboratories (UL)
, 181
User Experience Design
, 27
User-Centered Design
, 25
Values
ie>leadership horizon of
, 59–62
ie>organizational values
, 206
ie>of women leaders
, 109
Vision
, 204–205
ie>leadership horizon of
, 59–62
ie>personal
, 60
Visionary leader
, 9
Visualization
, 22, 23
Volatile, Uncertain, Complex, and Ambiguous (VUCA world)
, 77, 120, 172, 198
ie>challenge with inclusive stakeholder involvement
, 122–125
ie>prototype impactful responses
, 125–126
Volatility
, 250
“Wartime” leader
, 78
Water
ie>analogy
, 105
ie>management
, 130
Wellness
, 167
Women leaders
, (see also Leaders/leadership)
ie>need from organizations
, 110
ie>needs, values, and beliefs of
, 109
ie>posters of world of
, 108–111
ie>reinforcing confidence of highly capable
, 114–115
ie>trends influencing opportunities for
, 111
Work-related performance
, 53
Workflow
, 249
Workplace creation
ie>“How”
, 265–266
ie>“What”
, 266–268
ie>“Who”
, 264–265
Workplace design
, 148, 149, 281
Workspace
, 255–257, 262
World Economic Forum
, 105, 203
- Prelims
- Concept of Design
- 1. Introduction
- 2. Great Leadership Informed by Design
- 3. Designing Leadership Like Jazz
- 4. Strengthening Our Own Leadership by Design
- Process of Design
- 5. Redesigning the Hero Leader: Leveraging Emergent Leadership
- 6. A Design to Activate Fe+Male Leadership Synergy in Your Organization
- 7. Design Thinking: How to Thrive in a VUCA World
- 8. Designing an Organization that BuildsResilient Leaders
- 9. Flow-Based Leadership through Emergent Design
- Context for Design
- 10. Designing Leadership for Innovation
- 11. Culturally Intelligent Leadership by Design
- 12. Leadership, Built-In
- How to Test Your Own Effective Leadership by Design Prototype
- 13. Bringing It All Together
- Index