Leadership That Matters: The Critical Factors for Making a Difference in People’s Lives and Organizations’ Success

Marshall Sashkin is professor of human resource development at The George Washington University, Washington, DC. He is coauthor of the bestselling business book Putting Total Quality Management to Work.
Molly G. Sashkin is president of Ducochon Press, a publishing firm specializing in assessment and training materials for management and organization development. She is the coauthor of The New Teamwork (with Marshall Sashkin).

Leadership That Matters examines transformational leadership-leadership that not only improves productivity and performance but also makes a positive difference in the lives of organization members. Traditional leaders achieve superior results because of their ability to transform people from dutiful followers into self-directed leaders who go beyond simply doing what is expected of them.

Drawing on research that investigates leadership, culture, and performance in dozens of organizations, the Sashkins describe the specific behaviors and personal characteristics of transformational leaders. They show how you can construct an empowering organizational culture that nurtures self-reliance and long-term thinking. They offer practical advice on how you can become a transformational leader and make leadership matter.

Acknowledgments
Introduction: What Is Leadership That Matters?
What Makes This Book Different?
Summary
CHAPTER ONE: What Is Leadership?
Personality, Behavior, and Situational Context
Leadership That Matters: A New Synthesis Summary
CHAPTER TWO: What Have We Learned About Leadership?
Leaders and Managers Leadership Research A New Leadership Paradigm Summary
CHAPTER THREE: Leadership Skills and Behaviors
Research to Identify Transformational Leadership Behaviors
Leadership Behavior and Performance
Summary
CHAPTER FOUR: Charisma and Character
Max Weber: Bureaucracy and Charisma
A Modern Approach to Charismatic Leadership
The Development of the Power Need
Summary
CHAPTER FIVE: Leaders, Followers, and Power
Three Basic Influence Processes
Leaders and Followers: Power Relations
Is Charisma Always Bad?
Can Transformational Leaders Be Charismatic?
Summary
CHAPTER SIX: Leaders With the Confidence to Act
What s Luck Got to Do With It? When Is Taking Risks Risky?
What s Leadership Got to Do With It?
Confident Leaders Build Confidence
Summary
CHAPTER SEVEN: Vision How Leaders Think
What Is Vision? Cause and Effect It s About Time!
Four Steps in the Visioning Process
Leaders and Followers: Cognitive Capability
The ABCs of Transformational Leadership Character
Summary
CHAPTER EIGHT: Leadership in Context
Behavior Is a Function of the Person and . . . What Situation?
The Context: The Nature of the Situation
Four Crucial Organizational Functions Culture Is the Key Summary
CHAPTER NINE: How Transformational Leaders Construct the Cultural Context
Three Keys to Constructing Culture Culture: The Context Transformational Leaders Construct Summary
CHAPTER TEN: Six Paradoxes of Leadership: Transforming Followers
The Paradoxes of Transformational Leadership
What About Leaders Own Transformation? Summary
CHAPTER ELEVEN: How Do We Know Leadership Matters? The Research Evidence
The Leadership Profile Research and Results
Okay, Okay, So It Works! But How Well Does It Work?
Summary
CHAPTER TWELVE: Issues in Leadership: Implications for Transformational Leaders
Leadership and Gender Empowering Leadership
Leadership in Turbulent Times
Transformational Leadership and Globalization
Summary
CHAPTER THIRTEEN: Leadership That Matters: A New Synthesis
Approaches to Transformational Leadership
Common Elements Among Transformational Approaches
Transformational Leadership: A New Synthesis Conclusion
APPENDIX ONE: Bibliography
APPENDIX TWO: Development of The Leadership Profile
The Ten TLP Dimensions
TLP Reliability
TLP Validity Summary
Notes
Index
About the Authors