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Index

L

Leadership,
the new, 3;
attitudes that define, 5;
behaviors, 1, 8;
definition of, 4–5, 7–8;
development/training, 230, 241, 243;
differentiating from management, 6, 7;
followers, 4, 154;
methods of practicing, 9–10, 18;
mind sets, 6, 9;
of others, 10;
social context, 1–2, 4, 5;
social event, 3;
shaping organization culture, 11–12, 153, 256;
tasks that define, 4, 5;
theory of, 1–2, 17;
values, 5, 17
Leadership and followership,
part of the same process, 89, 154
Leadership differences between inner and top leaders, 35–37
Leader’s horizon focus, 97–98, 243
Leaders in the middle:
difference, 210;
future focus, 99;
self-confidence, 7, 244–245;
taking risks, 142–143, 221, 261
Leading change, 77, 81, 154, 230, 258, 276
Lee and Zemke, 144
Legitimacy, 208
Limits of power use, 208–209
Lombardi, 8, 49, 51, 165, 171, 173, 178, 230–231, 236
Loyalty, 177–178, 261

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