Table of Contents, Inner Leadership Resources Page
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Index

A

Acceptance, of self and others, Chapter 5, Chapter 22
Accountability, Chapter 24
Active listening, Chapter 4
Alliances, Chapter 18
Altruism, Chapter 22
Application of bonus and incentive systems, Chapter 14, Chapter 17
Application of self-governance at work, Chapter 21
Association, Chapter 18
Assumptions, Chapter 22
Authoritarian leaders, Chapter 14
Authority and organizational structure, Chapter 1
Authority power, Chapter 3
Avolio, Howell, and Sosik, Chapter 15, Chapter 17, Chapter 17, Chapter 17
Awards, Chapter 14

B

Bass, Chapter 15
Bennis and Nanus, Chapter 4, Chapter 9, Chapter 9
Bradford and Cohen, Chapter 3
Brinkmanship, Chapter 18
Build follower strength/confidence, Chapter 6, Chapter 15, Chapter 15, Chapter 21
Building a favorable image, Chapter 18, Chapter 18
Building community, Chapter 2, Chapter 13
Building community citizenship, Chapter 23
Building culture, Chapter 13, Chapter 15
Building individual loyalty and commitment, Chapter 15, Chapter 22, Chapter 24
Building trust cultures, Chapter 2, Chapter 13, Chapter 15

C

Caring, respect, support, Chapter 1, Chapter 20, Chapter 22
Celebrating success, Chapter 13, Chapter 13
Centrality, Chapter 18, Chapter 18
Ceremonies,Chapter 14
Challenging followers, Chapter 19
Changing followers' spiritual selves, Chapter 15
Character, Chapter 18, Chapter 22
Coaching, coach leadership, Chapter 6, Chapter 13 Chapter 20
Collaborators/collaboration, Chapter 5, Chapter 14
Comforter, Chapter 20
Commitment, Chapter 24
Communicating meaning/understanding, Chapter 16
Communication, Chapter 16, Chapter 17
Community building, Chapter 23
Conformance to group norms, Chapter 18
Contribution, Chapter 5
Control over rewards, Chapter 18
Controlling the agenda, Chapter 3, Chapter 18
Cooperation, Chapter 1
Coopting opposition members, Chapter 18
Counciling-with, Chapter 6
Counseling, Chapter 20
Courtesy, Chapter 4
Creating a compatible culture, Chapter 13
Creating a sense of ownership, Chapter 23, 278, Chapter 24
Creating community, Chapter 23
Creating the future Chapter 9, Chapter 9
Creating the work team, Chapter 23, Chapter 23
Critical situational factors, Chapter 18
Criticality, Chapter 18
Culture, Chapter 23

D

Defining inspiration, Chapter 15
Defining stewardship, Chapter 24, Chapter 24
Defining the scope of sharing, Chapter 16, Chapter 21
Delegating to followers, Chapter 15, Chapter 19
Desire for personal freedom, Chapter 11, Chapter 13, Chapter 22
Developing personal self-confidence, Chapter 20, Chapter 21, Chapter 21
Development of stakeholders, Chapter 6, Chapter 21
Discretion, Chapter 18
Diversity, Chapter 17
Doubt, Chapter 15
Dunn, Chapter 21

E

Educator, Chapter 20
Emotional maturity, Chapter 21
Empower/empowering, Chapter 15, Chapter 19, Chapter 21
Empowerment, Chapter 1, Chapter 19, 225;
elements of, Chapter 19
Encouraging participation, Chapter 19, Chapter 21
Encouraging self-reliance, Chapter 19
Enthusiastic quality of leaders, Chapter 1
Equivalence, Chapter 24
Ethical actions, Chapter 12, Chapter 22
Ethical considerations, Chapter 12, Chapter 22
Ethics of inner leadership, Chapter 12, Chapter 22, Chapter 24
Etzioni, Amitai, Chapter 12, Chapter 22
Exchange, Chapter 18
Expectations, Chapter 1, Chapter 10
Expertise, Chapter 5, Chapter 18

F

Focusing follower attention, Chapter 1, Chapter 4, Chapter 7, Chapter 15
Focusing on workers, Chapter 19
Followers, development of, Chapter 4, Chapter 6, Chapter 7, Chapter 19, Chapter 21
Followership, defining, Chapter 5, Chapter 8, Chapter 19
Fostering innovation, Chapter 7, Chapter 7
Fostering trust, Chapter 15, Chapter 22
Free choice, Chapter 24
Friendship, Chapter 4, Chapter 22

G

General decay of moral values, Chapter 12
Goal-directed, Chapter 21
Goal setting, Chapter 21, Chapter 23

H

Habits, Chapter 21
Heenan and Bennis, Chapter 21
Helping followers be comfortable in face-to-face relationships, Chapter 4, Chapter 6, Chapter 6, Chapter 6, Chapter 17, Chapter 20, Chapter 21
Helping new workers conform, Chapter 4, Chapter 17
Higher moral standard, Chapter 12
Humor in leadership, Chapter 17;
forming a committee for, Chapter 17;
suggestions for using, Chapter 17;
uses for by inner leaders, Chapter 17

I

Impact of trust on culture and on leadership, Chapter 22
Impact of values on culture and on inner leadership, Chapter 13, Chapter 22
Importance of a vision statement, Chapter 10, Chapter 15
Individual character, Chapter 18, Chapter 22
Individual development, Chapter 21
Influence and power, Chapter 12
Inner leader, Chapter 3, Chapter 18, Chapter 22;
concentrate on core needs, Chapter 15;
inspire followers, Chapter 3, Chapter 14;
Inner leaders,
special skills: counseling followers, Chapter 6;
critical thinking, Chapter 21;
effective face-to-face communications, Chapter 20;
followership, Chapter 7, Chapter 8, Chapter 13;
naive listening, Chapter 4;
proactivity, Chapter 18;
psychological maturity, Chapter 21;
sitting in council with followers, Chapter 6, Chapter 13;
Inner leadership, Chapter 3;
definition of, Chapter 3;
misconceptions about, Chapter 3, Chapter 3;
nature of, Chapter 3;
spiritual wholeness in, Chapter 2, Chapter 3
Inner leadership,
elements of: integrity, Chapter 11, Chapter 12, Chapter 22;
productivity, Chapter 5;
stewardship, Chapter 24
Inner leadership,
environmental conditions within which it is practiced, Chapter 3
Inner leaders' special competencies, Chapter 17, Chapter 22
Innovation, Chapter 7, Chapter 7
Inspiration, not motivation, Chapter 14
Inspire, Chapter 14;
building culture, Chapter 13, Chapter 15, Chapter 22;
building individual loyalty and commitment, Chapter 15, Chapter 22, Chapter 24;
followership, Chapter 7, Chapter 8, Chapter 13;
fostering trust, Chapter 2, Chapter 15, 253
morale factors, Chapter 12, Chapter 17;
open communications, Chapter 15, Chapter 17;
setting values, Chapter 11, Chapter 15, Chapter 23;
Inspiring followers, Chapter 1, Chapter 13, Chapter 15
Interdependence, Chapter 24
Interpreting trust, Chapter 22
Intuition, Chapter 15

J-K

Judgment, Chapter 22
Kouzes and Posner, Chapter 7, Chapter 12

L

Leadership,
the new, Chapter 1;
attitudes that define, Chapter 1;
behaviors, Chapter 1, Chapter 1;
definition of, Chapter 1, Chapter 1;
development/training, Chapter 20, Chapter 21, Chapter 21;
differentiating from management, Chapter 1, Chapter 1;
followers, Chapter 1, Chapter 13;
methods of practicing, Chapter 1, Chapter 2;
mind sets, Chapter 1, Chapter 1;
of others, Chapter 1;
social context, Chapter 1, Chapter 1, Chapter 1;
social event, Chapter 1;
shaping organization culture, Chapter 1, Chapter 13, Chapter 22;
tasks that define, Chapter 1, Chapter 1;
theory of, Chapter 1, Chapter 2;
Leadership and followership,
part of the same process, Chapter 8, Chapter 13
Leadership differences between inner and top leaders, Chapter 3
Leader's horizon focus, Chapter 9, Chapter 21
Leaders in the middle:
difference, Chapter 18;
future focus, Chapter 9;
self-confidence, Chapter 1, Chapter 21;
Lee and Zemke, Chapter 12
Legitimacy, Chapter 18
Limits of power use, Chapter 18

M

Methods of fostering ownership, Chapter 23, Chapter 23, Chapter 24
Maintaining the culture, Chapter 23;
engineering desired conduct, Chapter 13;
helping new workers conform, Chapter 6, Chapter 17
Management science/Scientific Management, Chapter 1, Chapter 2
Managing peer relationships, Chapter 15
Maturity, Chapter 21
Meaning, communication of, Chapter 16
Meaning-making, Chapter 2, Chapter 5, Chapter 10;
characteristics of a work community's vision statement, Chapter 10, Chapter 23;
creating a focused vision, Chapter 15;
focusing follower attention, Chapter 10;
importance of a vision statement, Chapter 10;
process of forming vitalizing visions, Chapter 10;
setting expectations, Chapter 10;
using symbols, Chapter 10, Chapter 15
Mentoring, Chapter 23
Methods of horizon thinking, Chapter 9, Chapter 21, Chapter 21;
horizon perspective, Chapter 9;
leader preparation, Chapter 9;
scenario, Chapter 9;
strategic planning, Chapter 9, Chapter 23;
visioning process, Chapter 9, Chapter 10, Chapter 15
Methods of practicing meaning-making, Chapter 10
Morale factors, Chapter 17
Moral integrity, Chapter 12, Chapter 22
Moral leadership, Chapter 12, Chapter 12
Motivating followers, Chapter 3, Chapter 14
Motivation, Chapter 15

N

Naive listening, Chapter 4
Nature of number two's follower role, Chapter 5, Chapter 13

O

Obedience, Chapter 3
Obligation, Chapter 5
Open communications, Chapter 5, Chapter 5, Chapter 15
Ownership, Chapter 23, Chapter 24

P

Participation, Chapter 6, Chapter 19, Chapter 21
Patience, Chapter 22
Performance expectations, Chapter 10, Chapter 14
Personal character, Chapter 18
Personal characteristics, Chapter 18
Persuasion, Chapter 16
Peters and Waterman, Chapter 15
Planning, Chapter 23
association, Chapter 18;
centrality, Chapter 18;
conformance to group norms, Chapter 18;
defining, Chapter 18;
discretion, Chapter 18;
exchange, Chapter 18;
interdependence, Chapter 24;
legitimacy, Chapter 18;
methods of using, Chapter 3, Chapter 18;
nature and character, Chapter 18, Chapter 18;
personal characteristics, Chapter 18;
status vis--vis superiors, Chapter 18;
use techniques, Chapter 18
Power permeates our lives, Chapter 18
Power sources inner leaders may draw on, Chapter 18;
centrality, Chapter 18, Chapter 18;
coercive, Chapter 18;
control over rewards, Chapter 18;
criticality, Chapter 18;
expert, Chapter 18;
identification with powerful others, Chapter 18;
legitimate power, Chapter 18;
perception of legitimacy, Chapter 18, Chapter 18;
personal difference, Chapter 18;
reward power, Chapter 18;
referent power, Chapter 18;
use of power, Chapter 18
Power tactics toward leaders, Chapter 18;
building a favorable image, Chapter 18;
displaying charisma, Chapter 18;
proactivity, Chapter 18;
rationalization, Chapter 18;
using ambiguity, Chapter 18;
using outside experts, Chapter 18
Power tactics used with peers, Chapter 18;
allocating resources, Chapter 18;
brink-manship, Chapter 18;
building a favorable image, Chapter 18;
controlling the agenda, Chapter 18;
coopting opposition members, Chapter 18;
forming coalitions, Chapter 18;
incurring obligation, Chapter 18;
quid pro quo, Chapter 18;
using surrogates, Chapter 18
Power use model, Chapter 18;
requires a decision situation, Chapter 18;
setting a higher moral standard, Chapter 12;
situational factors implicit in, Chapter 18;
stewardship, Chapter 21, Chapter 24
Practicing higher moral standards;
ethically centered, Chapter 12, Chapter 22;
integrated, Chapter 12, Chapter 22;
moral judgment, Chapter 12, Chapter 22;
serve, Chapter 15
Practicing self-control, Chapter 21
Practicing stewardship, Chapter 21, Chapter 24
Practicing trust leadership, Chapter 22
Predictability, Chapter 5, Chapter 22
Process of forming vitalizing visions, Chapter 10
Productivity, Chapter 5
Providing service, Chapter 11, Chapter 15, Chapter 20

Q-R

Quid pro quo, Chapter 18
Rationalization: emotional appeal, Chapter 15;
humor, Chapter 17
Recognition of the worth of followers, Chapter 5
Redefining leadership as applied by inner leaders: emotional openness, Chapter 15;
expertise, Chapter 5, Chapter 18
Referent power, Chapter 18
Relationships, Chapter 5, Chapter 16, Chapter 22;
leadership of, Chapter 5, Chapter 16, Chapter 22
Reliability, Chapter 5
Resistance to power use, Chapter 18
Respect for followers, Chapter 4, Chapter 5
Reward celebrations, Chapter 14
Rewarding excellent performance, Chapter 14
Reward power, Chapter 18
Role of follower, Chapter 13

S

Scanning the forces of change, Chapter 9
Scenario writing guidelines, Chapter 9
Self-governance, Chapter 21;
application at work, Chapter 21;
definition, Chapter 21;
empowerment, Chapter 21;
goal-directed, Chapter 21;
follower skills, Chapter 21;
habits, bad; Chapter 21;
nature of success, Chapter 21;
practicing stewardship, Chapter 21;
providing participative structures, Chapter 21;
self-confidence, Chapter 21;
self-control; Chapter 21;
sharing; Chapter 21;
stimulating leadership behavior, Chapter 21;
talents; Chapter 21;
techniques, Chapter 21;
thinking strategically, Chapter 21
Self-motivation, Chapter 14
Servanthood, Chapter 2, Chapter 13
Servant leadership, Chapter 13
Setting a higher moral standard, Chapter 12
Setting and changing values, Chapter 11, Chapter 15
Setting expectations, Chapter 10
Setting values, Chapter 11, Chapter 15, Chapter 23
Shaping the work community culture, Chapter 22, Chapter 24
Sharing feelings, Chapter 5, Chapter 21
Sharing meaning, Chapter 12, Chapter 21
Sharing that future state of being with others, Chapter 9
Showing love/caring, Chapter 1, Chapter 4, Chapter 12, Chapter 22
Sit in council with, Chapter 6, Chapter 13
Social exchange relationship, Chapter 18
Source of personal meaning, values, life purposes, Chapter 15
Specifying follower roles, Chapter 13, Chapter 21
Sponsor, Chapter 20
Spiritual dimension of whole-souled inner leadership, Chapter 2, Chapter 7, Chapter 11, Chapter 15
Spirituality, Chapter 2, Chapter 12;
and work, Chapter 2
Spiritual leadership model; competence, Chapter 22;
higher moral standard, Chapter 12;
nourish the spirit, Chapter 2;
spirituality, Chapter 12;
stewardship, Chapter 21, Chapter 24
Standard setting, Chapter 1
Status vis--vis superiors, Chapter 18
Stewardship, Chapter 24;
individual development, Chapter 20, Chapter 21, Chapter 21;
rewarding excellent performance, Chapter 14;
setting performance expectations, Chapter 10
Stewardship principles, Chapter 2, Chapter 12, Chapter 24;
change and transformation, Chapter 7, Chapter 7, Chapter 12, Chapter 23;
ownership, Chapter 23, Chapter 24;
trust, Chapter 22;
vision, Chapter 15
Stimulating leadership behavior, Chapter 21
Strategic planning, Chapter 9, Chapter 23
Suggestion awards systems, Chapter 14

T

Teaching followers the politics of work, Chapter 6
Techniques of community building, Chapter 23
Techniques of inner leader preparation, Chapter 4, Chapter 9;
authentically respecting stakeholders, Chapter 4;
being inspiring, Chapter 14, Chapter 15;
celebrating success, Chapter 14, Chapter 24;
creating community, Chapter 23;
developing stewardship structures, Chapter 21, Chapter 24;
emphasizing values, Chapter 11, Chapter 11;
empowerment, Chapter 19, Chapter 21;
follower self-governance, Chapter 8, Chapter 21;
fostering follower change and transformation, Chapter 7, Chapter 9, Chapter 12, Chapter 13, Chapter 15, Chapter 15, Chapter 21;
leaders create a higher moral standard, Chapter 12;
learning followership, Chapter 8, Chapter 8;
learning to help followers, Chapter 6, Chapter 15, Chapter 17, Chapter 21;
learning to trust others, Chapter 22, Chapter 22;
maintaining a relationship focus, Chapter 5, Chapter 15, Chapter 16, Chapter 22;
orchestrating meaning in the work community, Chapter 10, Chapter 23;
persuading others, Chapter 16, Chapter 16;
servant leadership, Chapter 13, Chapter 15;
taking an horizon perspective, Chapter 9, Chapter 21;
teaching and coaching stakeholders, Chapter 6, Chapter 13, Chapter 20;
using humor, Chapter 17;
using power, Chapter 18
Thinking strategically, Chapter 16, Chapter 21
Touching the spiritual heart in others, Chapter 12
Transforming leadership, attitudes, and skills, Chapter 7
Transforming people, Chapter 2, Chapter 7, Chapter 7
Trust: building trust cultures takes time, Chapter 2, Chapter 2, Chapter 15;
factors limiting general decay of moral values, Chapter 11, Chapter 12;
personal selfish interest, Chapter 21
Trusteeship, Chapter 5
Trusting followers, Chapter 4
Trust leadership, Chapter 22
Trust relationships, Chapter 5, Chapter 22;
building trust, Chapter 2;
being trustworthy, Chapter 2, Chapter 3, Chapter 22;
elements of, Chapter 2;
enabling, Chapter 2, Chapter 19;
ethics and morality, Chapter 2, Chapter 12, Chapter 22, Chapter 24;
fostering trust, Chapter 2, Chapter 15;
living a higher moral standard, Chapter 2, Chapter 12;
meaning-making, Chapter 2, Chapter 16;
nourishing the spirit, Chapter 2;
sensitivity to the spiritual, Chapter 2;
servanthood, Chapter 2;
stewardship, Chapter 2, Chapter 24;
transforming people, Chapter 2, Chapter 7;
value-setting, Chapter 2, Chapter 11, Chapter 11;
Trustworthiness, Chapter 2, Chapter 3, Chapter 22
Truth, Chapter 5

U

Using power in the organization, Chapter 18;
limits of power use, Chapter 18;
power permeates our lives, Chapter 18;
resistance to power use, Chapter 18
Using symbols, Chapter 1, Chapter 10, Chapter 15
Using their talents wisely, Chapter 21

V

Value-laden cultures, Chapter 11
Values-based leadership, Chapter 2, Chapter 2;
defining, Chapter 10, Chapter 11;
spiritual character of leadership, Chapter 2, Chapter 12, Chapter 18, Chapter 22
Values displacement, Chapter 11, Chapter 16
Volunteers, Chapter 22
Vulnerability, Chapter 22

W

Whole person, Chapter 3
Whole-souled spirit concern for the follower, Chapter 4
Work life, Chapter 5, Chapter 13
Workplace values, Chapter 11, Chapter 11

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