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Intentional Leadership: Becoming a Trustworthy Leader clearly explains the ways leaders can build trust in three stages of their career: as an individual contributor, as a team member, and as a leader of an organization.
Through profiling a trustworthy leader, Bob Lintz, and his career at General Motors, this text illustrates how leaders can be intentional in leading themselves, their teams, and their organizations by building the ROCC of Trust (be reliable, open and honest, competent, and compassionate). The authors also feature other authentic leaders to demonstrate how to build trust along your leadership journey. Some noteworthy differences from this book's first edition include:
Revised from the first edition with more than 80% new material to help leaders at all ages and all stages build trust and move from an individual contributor to an organizational leader
Each chapter is structured around the career of Bob Lintz, who successfully turned around a failing GM plant in the suburb of Cleveland. He now serves The Cleveland Clinic's Board of Trustees where he is applying the lessons learned from this turnaround
Each chapter also contains the experience and wisdom of other trustworthy leaders from a variety of backgrounds, ethnicities, and economic sectors: this will inspire other leaders to build trust intentionally and authentically
An accessible and informative tone, with a focus on research and anecdotes, to create a cohesive guidebook for leaders
Intentional Leadership is suitable for new as well as experienced leaders who want to learn more about how to build trust with employees and other stakeholders, and who want to be intentional in the way they lead others.
List of contents
Introduction
Part I: Leading Yourself (Be Trustworthy) 1. Leadership Is Intentional
2. Leaders Are Born and Made
3. The ROCC of Trust
4. Leading with the ROCC of Trust
5. Each Leader Needs Empathy, Authenticity, Courage, and Humility
6. Leading from Your Strengths
7. Reimagine Yourself and Your Career
Part II: Leading Teams (Empowering Others to Be Trustworthy) 8.The Importance of Teamwork
9. Why Teams Need Great Leadership
10. Build the Right Team with Who You Have
11. The Team Leader Is a Trusted Coach
12. Engage and Empower Remote Teams
Part III: Building a Culture of Trust 13.Building a Culture of Trust and Why It Matters
14. How the Leader Builds a Culture of Trust
15. Cementing a Culture of Trust
16. Building a Culture of Reliability
17. Building a Culture of Openness
18. Building a Culture of Competence
19. Building a Culture of Caring
20. Renewing Culture by Rebuilding Trust
21. Creating a Diverse, Equitable, and Inclusive Culture
Part IV: Leadership That Lasts 22. Leadership That Lasts
23. Enlarging Your Purpose: Bob and the Cleveland Clinic
Appendix 1
Appendix 2
About the author
Karen E. Mishra, Ph.D., serves as an Associate Professor of Business at Campbell University's Lundy-Fetterman School of Business. She is a Gallup Certified Strengths coach and helps her students and clients understand, appreciate, and make the most of their strengths in their careers. Dr Mishra has held positions teaching marketing and leadership at numerous universities including but not limited to North Carolina State University, East Carolina University, Meredith College, and Michigan State University.
Aneil K. Mishra, Ph.D., is the Dean of the School of Management at University of Michigan-Flint. He previously served as the Thomas D. Arthur Distinguished Professor of Leadership at East Carolina University. Prior to that, he was Associate Dean of Academic Affairs at North Carolina Central University in Durham, NC.
Summary
Intentional Leadership: Becoming a Trustworthy Leader clearly explains the ways leaders can build trust in three stages of their career: as an individual contributor, as a team member, and as a leader of an organization.
