PART ONELEADERSHIP IS A PROCESS, NOT A POSITIONChapter 1 - Leadership is Everyone's BusinessChapter 2 - Leadership Involves an Interaction between the Leader, the Followers and the SituationChapter 3 - Leadership is Developed through Education and ExperienceChapter 4 - Assessing Leadership and Measuring Its EffectsPART TWOFOCUS ON THE LEADERChapter 5 - Power and InfluenceChapter 6 - Leadership and ValuesChapter 7 - Leadership TraitsChapter 8 - Leadership BehaviorPart Two Leadership Skills*Learning from experience*Communication*Listening*Assertiveness*Guidelines for effective stress management*Building technical competence*Building effective relationships with superiors*Building effective relationships with peers*Building CredibilityPART THREEFOCUS ON THE FOLLOWERSChapter 9 - Motivation, Satisfaction and PerformanceChapter 10 - Groups, Teams and Their LeadershipPart Three Leadership Skills*Providing constructive feedback*Punishment*Delegating*Team building for work teams*Building high performance teams: the rocket model*Development planning*Coaching*EmpowermentPART FOURFOCUS ON THE SITUATIONChapter 11 - Characteristics of the SituationChapter 12 - Contingency Theories of LeadershipChapter 13 - Leadership and ChangePart Four Leadership Skills*Setting Goals*Conducting Meetings*Managing Conflict*Negotiation*Problem Solving*Improving Creativity*Diagnosing Performance Problems in Individuals, Groups and Organizations*Team Building at the Top
Senior Enterprise Associate at the Center for Creative Leadership, an international organization devoted to behavioral science research and leadership education. He works primarily with senior executives in the areas of strategic leadership and organizational culture change. He joined the Center in 1995 after having served for the previous decade as Head of the Department of Behavioral Sciences and Leadership at the U.S. Air Force Academy. He is a clinical psychologist, and a graduate of the U.S. Air Force Academy. He has an M.A. from the University of Texas and a Ph.D. from the University of Wyoming. Partner with Impact, a leadership consulting organization. He also worked for many years at the Center for Creative Leadership, where he conducted research on high-performance teams and organizations and also taught in the Leadership at the Peak course. He has worked with hundreds of organizations including General Motors, Novartis, FMC, Prudential, Masterfoods, GlaxoSmithKlein, Daimler Benz, NASA, the Central Intelligence Agency, United Airlines, and Delta Airlines. He also served earlier in his career as a tenured professor at the U.S. Air Force Academy and as its director of leadership and counseling. He also served in numerous line and staff positions in the Air Force, including leadership of an 875-man combat force during the Vietnam War. Robert is an organizational psychologist whose education includes master of business administration, Master of Arts, and master of philosophy degrees, and a PhD from Yale University. President of C3, a human resource consulting firm that helps public and private sector clients achieve better results through people. Gordy has over 25 years of leadership and technical expertise in job analysis and competency modeling; hourly staffing systems; multirater feedback systems; performance management design and implementation; leadership development design, delivery, and evaluation; survey construction, administration, and analysis; assessment center methodology; executive coaching, training, and team building; succession planning; team and organizational effectiveness; and strategic and business planning. Prior to forming his own consulting firm, Gordy spent 10 years as a Vice President of Institutional Leadership at The Blandin Foundation and as a VicePresident and General Manager at Personnel Decisions International. He is an industrial/organizational psychologist and a graduate of the U.S. Air Force Academy. He has an MA from the University of St. Marys and a PhD in industrial/organizational psychology from the University of Minnesota.