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LEXINGTON BOOKS An Imprint of Macmillan, Inc. N EW Y ORK Maxwell Macmillan Canada T ORONTO Maxwell Macmillan International N EW Y ORK O XFORD S INGAPORE S YDNEY
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Library of Congress Cataloging-in-Publication Data
Tjosvold, Dean. The emerging leader: ways to a stronger team / Dean Tjosvold, Mary M. Tjosvold. p. cm. Includes bibliographical references and index. ISBN 0-02-932595-1 1. Leadership. 2. Work groups. I. Tjosvold, Mary M. II. Title. HD57.7.T56 1993 93-21690 658.4'036dc20 CIP
Copyright 1993 by Dean Tjosvold and Mary M. Tjosvold All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the Publisher.
Lexington Books An Imprint of Macmillan, Inc. 866 Third Avenue, New York, N.Y. 10022
Maxwell Macmillan Canada, Inc. 1200 Eglinton Avenue East Suite 200 Don Mills, Ontario M3C 3NI
Macmillan, Inc. is part of the Maxwell Communication Group of Companies.
Printed in the United States of America
printing number 1 2 3 4 5 6 7 8 9 10
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To the people of Camilia Rose, Margaret Place, DeMar, Outreach/Six Acres, etc by design, and Mary T. Associates, who support our learning to lead
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CONTENTS
Preface
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Part One Getting Focused Leadership as Productive Relationships
1 Learning to Think We
2 To Do Something or For Something to Do
3 Searching for Leadership
4 Leadership as Teamwork
Part Two Understanding Relationships Cooperation and Competition Theory
5 The Cooperative Leader
6 Building on Cooperation Theory
7 Learning to Use Cooperation Theory
Part Three Learning on the Job Applying Cooperation Theory
8 Helping a Troubled Team Feel Cooperative
9 Dealing with a Shrinking Budget
10 Firing an Employee
11 Leading with Your Boss and Peers
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Part Four Deepening Competence Continuous Development
12 Team-Based Organizations
13 The Business as the Business School
References and Further Reading
Acknowledgments
Index
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PREFACE
The Emerging Leader is for people who want to learn how to lead their task forces, departments, and organizations to be more lively, adaptive, and effective. Leaders and people who aspire to be leaders feel an urgency to create new ways of working to serve customers. Tired of putting out fires and struggling through crises, they want to develop organizations of value, credibility, and longevity.
True leaders are willing to begin with themselves. Confronting their blind spots and building on their strengths, they strive for ongoing personal development. They reach out to others as they ask others to reach out. They create an environment where people can help each other be effective and learn.
Leaders appreciate that they and their organizations confront a serious challenge: to learn how to change, or else to be the pawn of change. A customer today is not necessarily one tomorrow; an efficient way of working now is not necessarily efficient in the future; success this year does not guarantee success next year. Companies that have been celebrated for their organizational excellence one year must restructure and downsize a few years later. Organizations need ongoing revitalization, and people need continual development in order to succeed in this rapidly changing era. Leaders find security in working together to innovate and improve, not in maintaining the false hope of finding an island free from change.
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