Westside Toastmasters is located in Los Angeles and Santa Monica, California

Index

A

Acceptance, of self and others, Chapter 5, Chapter 22

Accountability, Chapter 24

Action, Chapter 9, Chapter 15, Chapter 15, Chapter 22, Chapter 23

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, Chapter 1, Chapter 1, Chapter 6, Chapter 15, Chapter 16, Chapter 21

Bennis and Nanus, Chapter 4, Chapter 9, Chapter 9

Bjerke, Chapter 1, Chapter 1, Chapter 2, Chapter 2, Chapter 2, Chapter 3, Chapter 7, Chapter 11, Chapter 23

Block, Chapter 2, Chapter 21

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

Burns, Chapter 11, Chapter 12, Chapter 15, Chapter 21

C

Caring, respect, support, Chapter 1, Chapter 20, Chapter 22

Celebrating success, Chapter 13, Chapter 13

Centrality, Chapter 18, Chapter 18

CEO, Chapter 3, Chapter 3, Chapter 3, Chapter 3, Chapter 15, Chapter 19

Ceremonies,Chapter 14

Challenging followers, Chapter 19

Change is people change process, Chapter 7, Chapter 7, Chapter 7, Chapter 13, Chapter 15, Chapter 20, Chapter 20, Chapter 23

Changing followers' spiritual selves, Chapter 15

Character, Chapter 18, Chapter 22

Cheerleading, Chapter 14, Chapter 14, Chapter 14, Chapter 14

Coaching, coach leadership, Chapter 6, Chapter 13 Chapter 20

Coaching process, Chapter 6, Chapter 13, Chapter 20, 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, Chapter 7, Chapter 9, Chapter 15, Chapter 19

Community building, Chapter 23

Confidence, Chapter 5, Chapter 6, Chapter 21

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

Covey, Chapter 1, Chapter 2, Chapter 3, Chapter 6, Chapter 12, Chapter 18

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

Decision making, Chapter 5, Chapter 17, Chapter 23, Chapter 24

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

DePree, Chapter 2, Chapter 12, Chapter 12

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

Enabling, Chapter 2, Chapter 5, Chapter 19

Encouraging change, Chapter 7, Chapter 7, Chapter 13, Chapter 15, Chapter 15, Chapter 20, Chapter 20, Chapter 23

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, Chapter 2, Chapter 12, Chapter 22, Chapter 24

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

Fairholm, Chapter 1, Chapter 2, Chapter 2, Chapter 2, Chapter 3, Chapter 6, Chapter 10, Chapter 10, Chapter 12, Chapter 15, Chapter 15, Chapter 15, Chapter 18, Chapter 20, 237, Chapter 22, Chapter 22

Focusing, Chapter 1, Chapter 4, Chapter 19

Focusing follower attention, Chapter 1, Chapter 4, Chapter 7, Chapter 15

Focusing on workers, Chapter 19

Followers, Chapter 4, Chapter 7, Chapter 15, Chapter 19

Followers, development of, Chapter 4, Chapter 6, Chapter 7, Chapter 19, Chapter 21

Followership, defining, Chapter 5, Chapter 8, Chapter 19

Fostering change, Chapter 7, Chapter 7, Chapter 13, Chapter 15, Chapter 20, Chapter 23

Fostering innovation, Chapter 7, Chapter 7

Fostering trust, Chapter 15, Chapter 22

Free choice, Chapter 24

Freedom, Chapter 11, Chapter 22

Friendship, Chapter 4, Chapter 22

G

General decay of moral values, Chapter 12

Goal-directed, Chapter 21

Goal setting, Chapter 21, Chapter 23

Greenleaf, Chapter 1, Chapter 2, Chapter 13

Growth, Chapter 11, Chapter 17

H

Habits, Chapter 21

Harmony, Chapter 22, Chapter 22

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

Horizon thinking, Chapter 1, Chapter 9, 105, Chapter 16, Chapter 21, Chapter 21

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, Chapter 1, Chapter 12, Chapter 16

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;

success of, Chapter 7, Chapter 14, Chapter 21

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;

teaching, Chapter 6, Chapter 13, Chapter 20, Chapter 20

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 change, Chapter 7, Chapter 13, Chapter 16, Chapter 20, Chapter 23;

fostering trust, Chapter 2, Chapter 15, 253

loyalty, Chapter 15, Chapter 22;

morale factors, Chapter 12, Chapter 17;

open communications, Chapter 15, Chapter 17;

setting values, Chapter 11, Chapter 15, Chapter 23;

visioning, Chapter 9, Chapter 10, Chapter 15, 179

Inspiring followers, Chapter 1, Chapter 13, Chapter 15

Integrity, Chapter 5, Chapter 11, Chapter 12, Chapter 22

Interdependence, Chapter 24

Interpreting trust, Chapter 22

Intuition, Chapter 15

J-K

Judgment, Chapter 22

Kelley, Chapter 3, Chapter 3, Chapter 8

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;

values, 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;

taking risks, Chapter 12, Chapter 19, Chapter 22

Leading change, Chapter 7, Chapter 7, Chapter 13, Chapter 20, Chapter 22, Chapter 23

Lee and Zemke, Chapter 12

Legitimacy, Chapter 18

Limits of power use, Chapter 18

Lombardi, Chapter 1, Chapter 4, Chapter 4, Chapter 14, Chapter 15, Chapter 15, Chapter 15, Chapter 20, 236

Loyalty, Chapter 15, Chapter 22

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

Nature of success, Chapter 7, Chapter 13, Chapter 14, Chapter 21, Chapter 24

O

Obedience, Chapter 3

Obligation, Chapter 5

Open communications, Chapter 5, Chapter 5, Chapter 15

Ott, Chapter 14

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

Plas, Chapter 1, Chapter 1, Chapter 1, Chapter 11, Chapter 15

Power, Chapter 1, Chapter 18, Chapter 18, Chapter 18;

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;

expertise, Chapter 5, Chapter 18, 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;

love, Chapter 4, Chapter 12;

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 change, Chapter 7, Chapter 9, Chapter 13, Chapter 15, Chapter 15, Chapter 23

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

Risk taking, Chapter 5, Chapter 12, Chapter 19, Chapter 22

Role of follower, Chapter 13

S

Santovec, Chapter 1, Chapter 5, Chapter 17,Chapter 17

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

Service, Chapter 11, Chapter 13, Chapter 15, Chapter 20

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;

freedom, Chapter 11, Chapter 13, Chapter 22;

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, Chapter 6, Chapter 7, Chapter 20, Chapter 20

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

Transformation, Chapter 2, Chapter 7, Chapter 7, 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;

integrity, Chapter 2, Chapter 11, Chapter 12;

living a higher moral standard, Chapter 2, Chapter 12;

meaning-making, Chapter 2, Chapter 16;

nourishing the spirit, Chapter 2;

risk-taking, Chapter 2, Chapter 5, Chapter 12, Chapter 19, Chapter 22;

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;

visioning, Chapter 2, Chapter 9, Chapter 10, Chapter 15

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

Using values, Chapter 11, Chapter 11, Chapter 11, Chapter 24

V

Vaill, Chapter 2, Chapter 12

Value-laden cultures, Chapter 11

Values, Chapter 1, Chapter 2, Chapter 11, Chapter 24;

beliefs, Chapter 11, Chapter 11;

core, Chapter 11, Chapter 17

Values-based leadership, Chapter 2, Chapter 2;

defining, Chapter 10, Chapter 11;

practicing, Chapter 2, Chapter 5, Chapter 11;

spiritual character of leadership, Chapter 2, Chapter 12, Chapter 18, Chapter 22

Values displacement, Chapter 11, Chapter 16

Valuing, Chapter 2, Chapter 11, Chapter 13, Chapter 17, Chapter 20

Vision/visioning, Chapter 1, Chapter 2, Chapter 6, Chapter 9, Chapter 10, Chapter 13, Chapter 15, Chapter 17, Chapter 19, Chapter 24

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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