Table of Contents

List of tables

Foreword

Prologue

1.Leadership we can believe in

2.Leadership, culture and context

3.Looking at leadership

4.The military leadership ethos

5.The 3Rs of leadership: an overview

6.Representing: The role model

7.Relating: The supportive people manager

8.Running the team: The engaging catalyst

9.Building an organisation by building its people

10.It's the backswing, stupid

Appendix 1: Contemporary Army structure

Appendix 2: Making the leader-as-catalyst approach work: Some core techniques

Glossary

Acknowledgements

Notes

Index

About the Author

Brigadier Nicholas Jans (Ret'd) OAM, PhD served in the Australian Regular Army in field artillery, training, and personnel policy development and was then a reservist for many years. Since his retirement from full-time service in 1985, he has consulted on leadership and strategic human resource management to the Australian Defence Force and the US Navy and US Army, as well as to many civilian organisations. He is a visiting fellow at the School of Business, UNSW, Canberra.

Reviews

'Jans weaves anecdotes from former and current serving members with well-researched leadership theory and an easy to follow formula...equally relevant at both an individual and organisational level.' - The Australian