Cover
Title Page
Endorsements
Dedication
Copyright Page
Full Title Page
Management Mastery and Practice Series - Context
Table of contents
List of tables
List of figures
List of activities
Series author biographies
Preface
Part One - Making the change to becoming a leader-manager
Chapter 1: Challenges to leading and managing in a hybrid environment
Introduction
Agility and adaptability
How to resolve these challenges
Coaching and mentoring
What we need to succeed
Conclusion
Chapter 2: Becoming a leader-manager
Becoming a leader-manager
The history of management
Management theory
Conclusion
Chapter 3: What is your managerial style?
Blake and Mouton's Managerial Grid
Conclusion
Chapter 4: How does leadership differ from management?
Management competences
Time and self-management
The Management Wheel - measuring time in your
How is leadership different from management?
The dimensions of leadership
Seven decades of leadership development
The six intelligences of leadership
Conclusion
Part Two - Managing self and others
Chapter 5: Managing self: Emotionally intelligentleadership styles and mindfulness
Emotional intelligence
Understanding the importance of EQ
Core self-evaluation
Leadership styles
How are you and your team creating emotional and mental agility?
States of being and mindfulness
Conclusion
Chapter 6: Managing self: A neuroscience lens into leader-manager behaviour by Ingra Du Buisson-Narsai
Background
Why understanding the brain is helpful for leader-managers
The nature of the human brain
The predictive brain
Your brain is a network
The current reality of our world at work
Towards neurally-aware leader-manager behaviour
Conclusion.

Chapter 7: Managing others: Creating a thinking environment and transforming meetings
Leader-manager as coach and thought partner
Kline's Thinking Environment - Thinking Pairs and Transforming Meetings
Giving catalytic attention - in Thinking Pairs
The Ten Components
The Thinking Environment meetings process
Conclusion
Part Three - Managing people
Chapter 8: Managing people: Motivation
The importance of values and motivation
Intrinsic and extrinsic motivation
Motivation theory and practice
Five major theories on motivation
Key motivating questions for you as leader-manager and your team
Working with intrinsic and extrinsic motivation
Conclusion
Chapter 9: Managing people: Coaching, mentoring and goal setting
Mentoring: a domain-specific expertise
The business coaching process
Setting SMART objectives
Working with the GROW Model
GROW Model coaching session
Conclusion
Chapter 10: Managing people: Delegation
First steps - hiring the right people
Delegation is developing your team
Conclusion
Part Four - Becoming a skilled communicator
Chapter 11: Managing difficult people and situations
Improving the effectiveness of your communication skills
What is the difference between personality and behaviour?
What do difficult people do?
Changing behaviour
Conclusion
Chapter 12: Assertive communication skills to negotiate behaviour change
What is assertiveness?
Blocks to communication
Five key assertiveness techniques
Conclusion
Part Five - Next-level leadership
Chapter 13: Understanding next-level leadership
Introduction
The volatile environment and its impact on leaders
Acquiring the mind-set of a next-level leader
The career progression ladder
The journey to next-level leadership
Conclusion
Chapter 14: Conclusion.

Bibliography
Endnotes
Index.