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  • Cover

  • Half Title

  • Title Page

  • Copyright Page

  • Dedication

  • Table of Contents

  • Foreword 

  • Author 

  • 1: Status of Organizational Leadership in the United States

    • Leadership: An Awesome Responsibility

    • Concept of a Plane Crash

    • Leadership Is the Answer to Quality, Safety and Effectiveness

    • Are Leaders Born or Made?

    • Difference between Leadership and Management

    • Evolution of Leadership Theory

      • Industrial Revolution

      • Human Resource Era

    • Leadership Approaches

      • Autocratic/Authoritarian

      • Democratic/Egalitarian

      • Transactional

      • Contingency Theory

      • Followership

      • Servant

      • Coaching

      • Transformational

    • Organizational and Personal Effects of Ineffective Leadership

    • Causes of Ineffective Leadership

      • Inexperience

      • Lack of Knowledge of Self

      • Complacency

      • Resistance to Change

      • Ego Issues

      • Inability to Communicate a Vision

      • Ineffective Responses to Challenges

      • Inability to Read the Political Landscape

    • Case for the Phoenix Leader

    • Application to Practice

  • 2: The Phoenix Leader

    • Story of the Phoenix

      • Classic Arabian Phoenix

      • The Bennu

      • Fenghuang

      • Hou-Ou

      • Native American Thunderbird

    • Characteristics of the Phoenix

    • Attributes of the Phoenix Leader

      • Strong Sense of Self

      • Effective Interpersonal Relationships

      • Ability to Build an Empowered Workforce

      • Innovative

      • Resilience

    • Reason for becoming a Phoenix Leader

      • Relevance

      • Resilience

      • Personal Growth and Success

      • Contribution to Great Work

  • 3: Attributes of the Phoenix Leader, a Strong Sense of Self

    • Values

    • Where Do Values Come From?

    • Alignment of Values and Behaviors

    • Finding Your Personal Values: An Exercise

    • Values-Based Leadership

    • Authenticity Defined

    • Hollis’s 10 Steps to Authenticity

    • Authentic Leadership

    • All about Ego

      • Ego Defined

      • Superego

      • Id

      • Ego

    • Ego as the Enemy

    • Common Ego Traps to Avoid

    • Application to Practice

  • 4: Attributes of the Phoenix Leader: Effective Interpersonal Relationships

    • Emotional Intelligence Defined

      • The Story of Nikki

    • Emotional Intelligence, the Science

      • First Brain

      • Emotional Brain

      • Rational Brain

    • Value to Leadership

    • Emotional Intelligence and the Phoenix Leader

    • Social Intelligence Defined

    • Social Intelligence, the Science

    • Value to Leadership

    • Social Intelligence and the Phoenix Leader

    • Strong Communication Skills

    • Attention Span

    • Types of Learners

      • Tactile Learners

      • Audio Learners

      • Visual Learners

    • Communication Expectations of Various Generations

      • Silent Generation

      • Baby Boomers

      • Generation X

      • Generation Y

      • Putting It All Together

    • Communication Infrastructure

      • Objectives of a Communication Plan

      • Flow of Information

      • Information Distillation

      • Information Drift

      • Gossip

      • Chain of Command

      • Communication Standards

      • What Should Be Communicated?

      • Value of Feedback

      • Formats

    • Application to Practice

  • 5: Attributes of the Phoenix Leader: Building an Empowered Workforce

    • Empowerment Defined

    • How They Work and the Processes Employed

    • Where They Work

    • When They Work

    • How They Complete Their Work

    • Leader’s Responsibility in Building an Empowered Workforce

      • Set Expectations

      • Define Responsibilities

      • Understand Your Staff

      • Encourage Knowledge Sharing

      • Encourage Risk-Taking and Innovation

    • Empowerment in the Work Environment

    • Effects of Empowerment on the Workforce

      • Organizational Trust

      • Improved Work Satisfaction

      • Organizational Commitment

      • Enhanced Financial and Workforce Metrics

      • Improved Quality and Safety

      • Customer Satisfaction

    • Building an Infrastructure for Empowerment

    • How to Begin the Construction of an Empowerment Infrastructure

    • Review of My Most Successful Model

      • Overview of the Comprehensive Model

      • Membership on the Hospital PNC

      • Rotation of Members

      • Reason for Cohorts

      • Monthly Schedule and Standard Agenda

    • Framework for the Agenda

    • Outcomes

      • Your Model

    • Application to Practice

  • 6: Attributes of the Phoenix Leader: Interdisciplinary Team Leadership

    • Team   Defined 

    • Stages of Team Formation

      • Forming

      • Storming

      • Norming

      • Performing

      • Adjourning

    • Other Leader Responsibilities

      • Team Selection

    • Orientation of New Members

    • Art of Delegation

      • Advantages of Effective Delegation

        • Delegation Extends Your Productivity

        • Delegation Empowers People

        • Delegation Can Grow People

    • How to Delegate Well

    • Measurement of Success of the Team

      • Objective Measurements

      • Subjective Measurements

    • Celebration of Success

    • Virtuoso Teams

    • Application to Practice

  • 7: Attributes of the Phoenix Leader: Change Agency

    • Change Agency Defined

    • Types of Change

      • Evolutionary Change

      • Forced Change

      • Invented Change

    • Change Theories

      • Lewin’s Change Theory

      • Lippitt’s Model of Change

      • Kotter’s Change Model

      • Gokenbach’s Model of Empowered Change

    • Innovation Defined

      • 12 Different Ways for Companies to Innovate

      • Offerings

      • Customer

      • Processes

      • Presence

    • Levels of Thinking

      • Cultural Competence

    • Edgar Schein’s Model of Organizational Culture

      • Artifacts and Symbols

      • Espoused Values

      • Underlying Assumption

    • Steps to Effective Cultural Change

    • Application to Practice

  • 8: Virtues, Attributes and Competencies of the Phoenix Leader

    • Virtues

    • Cardinal Virtues

      • Courage

      • Perseverance

      • Wisdom

      • Justice

    • Traditional Virtues

      • Faith

      • Hope

      • Charity

    • Relevant Virtues

      • Humility

      • Honesty

      • Balance

      • Components of Balance

      • Spirituality

      • Meditation

      • Relationships

      • Physical Activity

      • Nutrition

      • Financial Stability

    • Other Attributes of Successful Leaders

      • Fearlessness

      • Powerful

        • Types of Power

    • Positional Power

      • Legitimate

      • Reward

      • Coercive

      • Informational

    • Personal Power

      • Expert

      • Referent

        • Assertiveness

        • Inclusivity

        • Consistency

    • Application to Practice

  • 9: Foundational Behaviors of the Phoenix Leader

    • Visibility and Accessibility

      • Create Visibility for Your Staff

    • Role Modeling

      • Advantages of Role Modeling

    • Proactivity versus Reactivity

    • Use of Data

      • Do Not Fear Big Data

      • Study All Problems and Deficiencies

      • Share the Data Widely

      • Plan Interventions around the Data

      • Build a Comprehensive Approach

      • Use Special-Cause Variation in Your Analysis

      • Develop Data-Sophisticated Leaders

      • Develop Data-Sophisticated Staff

    • Communication of Vision and Mission

      • Vision Defined

      • Mission Defined

      • Modern Approaches to Vision and Mission Statements

        • Aligning the Organization

    • Application to Practice

      • Visibility and Accessibility and Role Modeling

      • Use of Data and Proactive Approaches

      • Communication of Vision and Mission

  • 10: Becoming a Phoenix Leader

    • Self-Reflection

      • How to Self-Reflect

      • Gratitude

    • Continuous Evaluation of Goals, Strategies and Approaches

    • Lifelong Learning

      • Formal Approaches

      • Informal Approaches

      • Mentors

    • Develop an Effective Personal Brand

      • Benefits to Personal Branding

      • Secrets to Developing a Successful Brand

      • Deliver What You Promise but Don’ t Promise What You Can’ t Deliver

      • Ingredients of an Effective Personal Brand

    • Application to Practice

    • Conclusion

  • References

  • Index

Nội dung

Phoenix Leadership for Business An Executive’s Strategy for Relevance and Resilience Phoenix Leadership for Business An Executive’s Strategy for Relevance and Resilience By Val Gokenbach, DM, RN, MBA, RWJF, NEA‑BC Foreword by Dr Jean Ann Larson, FACHE, LFHIMSS, FIISE, OCC A PRODUC TIVIT Y PRESS BOOK First edition published in 2019 by Routledge/Productivity Press 711 Third Avenue, New York, NY 10017, USA Park Square, Milton Park, Abingdon, Oxon OX14 4RN, UK ©  2019 by Val Gokenbach Routledge/Productivity Press is an imprint of Taylor & Francis Group, an Informa business  No claim to original U.S Government works Printed on acid-free paper International Standard Book Number-13: 978-1-138-54261-7 (Hardback) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www.copyright.com (http:// www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice : Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Library of Congress Cataloging-in-Publication Data Names: Gokenbach, Valentina, author Title: Phoenix leadership for business : an executive’s strategy for relevance and resilience / Valentina Gokenbach Description: Edition | New York : Taylor & Francis, [2019] | Includes bibliographical references and index Identifiers: LCCN 2018031771 (print) | LCCN 2018035045 (ebook) | ISBN 9781351008327 (e-Book) | ISBN 9781138542617 (hardback : alk paper) Subjects: LCSH: Leadership | Interpersonal relations | Self-confidence | Personnel management Classification: LCC HD57.7 (ebook) | LCC HD57.7 G645 2019 (print) | DDC 658.4/092–dc23 LC record available at https://lccn.loc.gov/2018031771 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com No successful leader excels on their own, but rather with the support and coaching of caring mentors I have had many mentors throughout my career who have helped me grow and succeed I dedicate this book to all of my amazing mentors I love and appreciate you all for helping me get to where I am now Contents Foreword  xv Author  .xix Status of Organizational Leadership in the United States Leadership: An Awesome Responsibility Concept of a Plane Crash Leadership Is the Answer to Quality, Safety and Effectiveness .3 Are Leaders Born or Made? .5 Difference between Leadership and Management Evolution of Leadership Theory Industrial Revolution Human Resource Era .7 Leadership Approaches Autocratic/Authoritarian Democratic/Egalitarian Transactional Contingency Theory Followership Servant 10 Coaching .10 Transformational 11 Organizational and Personal Effects of Ineffective Leadership 12 Causes of Ineffective Leadership .13 Inexperience 13 Lack of Knowledge of Self 13 Complacency 13 Resistance to Change 14 Ego Issues .14 Inability to Communicate a Vision 14 vii viii  ◾ Contents Ineffective Responses to Challenges 14 Inability to Read the Political Landscape 15 Case for the Phoenix Leader 15 Application to Practice .16 The Phoenix Leader 17 Story of the Phoenix 17 Classic Arabian Phoenix 18 The Bennu 18 Fenghuang 18 Hou-Ou 18 Native American Thunderbird .19 Characteristics of the Phoenix 19 Attributes of the Phoenix Leader 19 Strong Sense of Self .19 Effective Interpersonal Relationships 20 Ability to Build an Empowered Workforce 20 Innovative .20 Resilience 20 Reason for becoming a Phoenix Leader 21 Relevance 22 Resilience 22 Personal Growth and Success 23 Contribution to Great Work 23 Attributes of the Phoenix Leader, a Strong Sense of Self 25 Values .25 Where Do Values Come From? 26 Alignment of Values and Behaviors 27 Finding Your Personal Values: An Exercise 28 Values-Based Leadership 30 Authenticity Defined 30 Hollis’s 10 Steps to Authenticity 31 Authentic Leadership .33 All about Ego 34 Ego Defined 34 Superego .34 Id 34 Ego 35 Contents  ◾  ix Ego as the Enemy 36 Common Ego Traps to Avoid 36 Application to Practice .38 Attributes of the Phoenix Leader: Effective Interpersonal Relationships 41 Emotional Intelligence Defined .41 The Story of Nikki .42 Emotional Intelligence, the Science 44 First Brain .44 Emotional Brain 44 Rational Brain .45 Value to Leadership 45 Emotional Intelligence and the Phoenix Leader .46 Social Intelligence Defined 46 Social Intelligence, the Science 46 Value to Leadership 48 Social Intelligence and the Phoenix Leader 51 Strong Communication Skills 51 Attention Span 52 Types of Learners .53 Tactile Learners 53 Audio Learners .54 Visual Learners .54 Communication Expectations of Various Generations 54 Silent Generation 55 Baby Boomers 55 Generation X 56 Generation Y 56 Putting It All Together 57 Communication Infrastructure 57 Objectives of a Communication Plan 57 Flow of Information .58 Information Distillation 58 Information Drift 60 Gossip 60 Chain of Command 61 Communication Standards 61 References Aiken, L.N., Havens, D.S., and Sloane, D.M (2009) The Magnet nursing services recognition program Journal of Nursing Administration , 39(7/8), S5– S14 American College of Healthcare Executives (2015) Turnover rates in chief executive officers American College of Healthcare Executives ANCC (American Nurses Credentialing Center) (2014) Magnet application manual ANCC Armknecht-Miller, B (2014) Looking Inwards: How self-reflection strengthens leaders Leadership and Management  Retrieved from https://www linkedin.com/pulse/20140910151050-240215-looking-inwards-how-selfreflection-strengthens-leaders/ Arvey, R.D., Rotundo, M., Johnson, W., Zhang, Z., and McGue, M (2006) The determinants of leadership role occupancy: Genetic and personality factors Leadership Quarterly , 17, 1– 20 ASN (Aviation Safety Network) (2014) Aviation safety data Retrieved from http:// news.aviation-safety.net/2016/01/01/despite-high-profile-accidents-2015-wasthe-safest-year-ever-according-to-asn-data/ Bandura, A (1977) Self-efficacy: Toward a unifying theory of behavioral change Psychological Review, 84 , 191–215 Bass, B (1990) Bass & Stogdill’ s Handbook of Leadership: Theory, Research, & Managerial Applications  New York: Free Press Bass, B (2008) The Bass Handbook of Leadership: Theory, Research and Managerial Application  New York: Free Press Batcheller, J (2010) Chief nursing officer turnover: An analysis of the literature Nursing Clinics of North America , 45, 11– 31 Chand, W (2014) 6  important types of power in leadership Your Article Library Retrieved from http://www.yourarticlelibrary.com/business-management/6important-types-of-power-in-leadership/2560/ Cherry, K (2016a) What is democratic leadership? 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Executives (ACHE) Agenda and retreat activities, 80 brainstorming, 80 icebreaker, 80 model design, 80 American College of Healthcare Executives (ACHE), 22 ASN, see Aviation Safety Network (ASN) Attributes of phoenix leader authenticity, 30, 33 Hollis’s 10 steps, 31–33 change agency, 105–126 effective interpersonal relationships, 41–65 ego, 34–38 common traps to avoid, 36–38 enemy, 36 id, 34–35 superego, 34 empowered workforce, building, 67–88 foundational behaviors, 149–161 interdisciplinary team leadership, 89–103 strong sense of self, 25–39 values, 25–29 alignment of behaviors, 27–28 personal, 28–29 values-based leadership, 30 virtues and competencies, 127–148 Bennu, 18 Bird of fire, 17 C Cardinal virtues, 128–132 courage, 128–129 justice, 131–132 perseverance, 129–130 wisdom, 130–131 Change agency Edgar Schein’s model, 123–124 artifacts and symbols, 123–124 espoused values, 124 underlying assumption, 124 innovation, 116–119 12 different ways for companies, 117–119 levels of thinking, 119–123 overview, 105–107 steps to effective cultural change, 125–126 theories, 109–116 Gokenbach’s change model, 111–116 Kotter’s change model, 111 Lewin’s change theory, 109–110 Lippitt’s model of change, 110–111 types, 107–109 evolutionary, 107–108 forced, 108 invented, 109 Classic Arabian Phoenix, 18 181 182  ◾ Index Communication expectations of various generations, 54–57 baby boomers, 55–56 generation X, 56 generation Y, 56–57 put it all together, 57 silent generation, 55 Communication infrastructure, 57–64 chain of command, 61 feedback, 63–64 flow of information, 58 formats, 64 gossip, 60 information distillation, 58–59 information drift, 60 objectives, 57–58 standards, 61–63 Competencies and virtues cardinal, 128–132 courage, 128–129 justice, 131–132 perseverance, 129–130 wisdom, 130–131 other attributes of successful leaders, 141–143 fearlessness, 141–142 powerful, 142–143 types of power, 143 overview, 127–128 personal power, 144–148 assertiveness, 145–146 consistency, 146–148 expert, 144–145 inclusivity, 146 referent, 145 positional power, 143–144 coercive, 144 informational, 144 legitimate, 143 reward, 143–144 relevant, 134–141 balance, 136–137 components of balance, 137–138 financial stability, 140–141 honesty, 136 humility, 134–135 meditation, 138 nutrition, 140 physical activity, 139–140 relationships, 139 spirituality, 138 traditional, 132–134 charity, 133–134 faith, 132–133 hope, 133 Comprehensive model, 83–84 Customer satisfaction, 76–77 D Delegation, 96–99 advantages, 96–97 ask respectfully, 97–98 define goal succinctly, 97 empowers people, 97 evaluate and support throughout the process, 99 extends your productivity, 96 get out of their way, 98 give authority, time and resources, 98 helps grow people, 97 schedule follow-up checkpoints, 98–99 select right person/team, 97 solicit their thoughts and views, 98 E Edgar Schein’s model, 123–124 artifacts and symbols, 123–124 espoused values, 124 underlying assumption, 124 Effective interpersonal relationships attention span, 52–53 communication expectations of various generations, 54–57 baby boomers, 55–56 generation X, 56 generation Y, 56–57 put it all together, 57 silent generation, 55 communication infrastructure, 57–64 chain of command, 61 Index  ◾  183 feedback, 63–64 flow of information, 58 formats, 64 gossip, 60 information distillation, 58–59 information drift, 60 objectives, 57–58 standards, 61–63 communication skills, 51–52 emotional intelligence (EI), 41–42 phoenix leader, and, 46 science, 44–45 social intelligence, 46–48 phoenix leader, and, 51 science, 46–48 story of Nikki, 41–44 types of learners, 53–54 audio, 54 Flemming, Neil (VARK model), 53 tactile/kinesthetic, 53–54 visual, 54 value leadership, 45–46, 48–51 key elements, 48–51 Effective personal brand, 168–171 benefits, 169 ingredients, 170–171 promise what you can, 170 secrets, 169–170 Effects of empowered workforce, 75–77 customer satisfaction, 76–77 financial and workforce metrics, 76 organizational commitment, 75–76 organizational trust, 75 quality and safety, 76 work satisfaction, 75 Ego traps to avoid, 36–38 being blind to downstream impact, 37 believing technical skills are enough, 36 ignoring feedback you don’t like, 36 losing touch with the frontline experience, 38 not letting go of control, 37 only surrounding yourself with people like you, 37 relapsing back to your old ways, 38 underestimating how much you are being watched, 37–38 Emotional intelligence (EI), 41–42 phoenix leader, and, 46 science, 44–45 emotional brain, 44–45 first brain, 44 rational brain, 45 Empowered workforce, building building infrastructure, 77–78 formalized, 77–78 supportive administration, 77 transformational leaders, 77 construction of, 78–83 agenda and retreat activities, 80 bylaws, 80–81 constancy of purpose, 82 elections, 81–82 evaluate effectiveness, 82–83 retreat designing, 79–80 rollout campaign, 81 SWOT analysis, 78–79 vision and mission of organization, 78 effects, 75–77 customer satisfaction, 76–77 financial and workforce metrics, 76 organizational commitment, 75–76 organizational trust, 75 quality and safety, 76 work satisfaction, 75 framework for the agenda, 85–86 education component, 86 introduction and approval of minutes, 85 leadership update, 85 problem identification and small group work, 86 visiting guests, 85–86 leader’s responsibility, 71–74 encourage knowledge sharing, 74 encourage risk-taking and innovation, 74 set expectations, 71–72 Understand Your Staff, 73–74 184  ◾ Index overview, 67–71 acute care for elderly (ACE), 69 successful model, reviews, 83–85 comprehensive model, 83–84 membership on hospital PNC, 84 monthly schedule and standard agenda, 85 reason for cohorts, 84–85 rotation of members, 84 F Feng Huang, 18 Financial and workforce metrics, 76 Formalized infrastructure, 77–78 Foundational behaviors mission, 157–158 modern approaches to vision/mission, 158–159 proactivity vs reactivity, 153 role modeling, 151–152 advantages, 152 use of data, 153–157 comprehensive approach, 155 data-sophisticated leaders/staff, 156–157 fear of big data, 154 plan interventions, 155 share data, 154–155 special-cause variation in analysis, 155–156 study all problems and deficiencies, 154 visibility and accessibility, 149–151 vision, 157 Framework for the agenda, 85–86 education component, 86 introduction and approval of minutes, 85 leadership update, 85 problem identification and small group work, 86 visiting guests, 85–86 G Goals, strategies and approaches, 166–167 Gokenbach’s change model, 111–116 H HCAHPS, see Hospital Consumer Assessment of Healthcare Providers and Systems Hollis’s 10 steps to authenticity, 31–33 align yourself, 33 be well, 31 enhance your personality, 32 honor and share your gifts, 32 inspiration, 31 intuition, 31 live by your values, 31 surround yourself with authentic people, 31–32 think abundance, 32 tweak your lifestyle, 32–33 Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), 99 Hou-Ou, 18 I Innovation, 116–119 12 different ways for companies, 117–119 Institute of Medicine (IOM), Interdisciplinary team leadership celebration of success, 101 delegation, 96–99 advantages, 96–97 asks respectfully, 97–98 defines goal succinctly, 97 empowers people, 97 evaluates and supports throughout the process, 99 extends your productivity, 96 gets out of their way, 98 gives authority, time and resources, 98 helps grow people, 97 schedules follow-up checkpoints, 98–99 selects right person/team, 97 solicits their thoughts and views, 98 leader’ s responsibilities, 94–95 team selection, 95 orientation of new members, 95–96 Index  ◾  185 overview, 89–90 stages of team formation, 92–94 adjourning, 94 forming, 92–93 norming, 93 performing, 94 storming, 93 success of team, measurement of, 99–100 objective, 99 subjective, 99–100 team, 90–92 characteristics, 90–92 virtuoso teams, 101–102 IOM, see Institute of Medicine (IOM) human resource era, Industrial Revolution, Levels of thinking, 119–123 Lewin’s change theory, 109–110 Lippitt’s model of change, 110–111 seven steps, 110 K Native American Thunderbird, 19 Natural-born leader, M Mission, 157–158 Modern approaches to vision/mission, 158–159 N Kotter’s change model, 111 L Leader’s responsibility, 71–74, 94–95 encourage knowledge sharing, 74 encourage risk-taking and innovation, 74 set expectations, 71–72 team selection, 95 Understand Your Staff, 73–74 Leadership and management, difference between, 5–6 Covey, Stephen, Kotter, John, Leadership approaches, 7–12 autocratic/authoritarian, 7–8 contingency theory, democratic/egalitarian, democratic leadership, followership, 9–10 servant, 10 transactional, 8–9 tenets, transformational, 11–12 American Nurses Credentialing Center (ANCC), 11 chief nursing officers (CNOs), 11 coveted Baldrige Award, 12 Magnet designation, 11 Leadership theory, evolution of O Organizational and personal effects of ineffective leadership, 12–15 causes, 13–15 complacency, 13 ego issues, 14 inability to communicate a vision, 14 inability to read the political landscape, 15 ineffective responses to challenges, 14–15 inexperience, 13 lack of knowledge of self, 13 resistance to change, 14 P Phoenix leader attributes, 19–21 effective interpersonal relationships, 19–20 empowered workforce, 20 innovative, 20 resilience, 20–21 strong sense of self, 19 characteristics, 19 effective personal brand, 168–171 benefits, 169 186  ◾ Index ingredients, 170–171 promise what you can, 170 secrets, 169–170 goals, strategies and approaches, 166–167 reasons, 21–23 contribution to great work, 23 personal growth and success, 23 relevance, 21–22 resilience, 22 self-reflection, 163–166 gratitude, 164–166 story, 17–18 Bennu, 18 bird of fire, 17 classic Arabian Phoenix, 18 Feng Huang, 18 Hou-Ou, 18 Native American Thunderbird, 19 Plane crash, 2–3 Proactivity vs reactivity, 153 Q Quality, safety and effectiveness, 3–5 R Relevant virtues, 134–141 balance, 136–137 components of balance, 137–138 financial stability, 140–141 honesty, 136 humility, 134–135 meditation, 138 nutrition, 140 physical activity, 139–140 relationships, 139 spirituality, 138 Role modeling, 151–152 advantages, 152 S Self-reflection, 163–166 gratitude, 164–166 Social intelligence, 46–48 phoenix leader, and, 51 science, 46–48 Status of organizational leadership approaches, 7–12 autocratic/authoritarian, 7–8 contingency theory, democratic/egalitarian, followership, 9–10 servant, 10 transactional, 8–9 transformational, 11–12 leadership and management, difference between, 5–6 Covey, Stephen, Kotter, John, leadership theory, evolution of, 6–7 human resource era, Industrial Revolution, natural-born leader, organizational and personal effects of ineffective leadership, 12–15 causes, 13–15 overview, 1–2 widget, plane crash, concept of, 2–3 Aviation Safety Network (ASN), Institute of Medicine (IOM), quality, safety and effectiveness, 3–5 Supportive administration, 77 SWOT analysis, 78–79 T Team formation, stages of, 92–94 adjourning, 94 forming, 92–93 norming, 93 performing, 94 storming, 93 Traditional virtues, 132–134 charity, 133–134 faith, 132–133 hope, 133 Transformational leaders, 77 Types of change, 107–109 evolutionary, 107–108 forced, 108 invented, 109 Index  ◾  187 Types of learners, 53–54 audio, 54 Flemming, Neil (VARK model), 53 tactile/kinesthetic, 53–54 visual, 54 Values-based leadership, 30 Virtuoso teams, 101–102 Visibility and accessibility, 149–151 Vision, 157 V W Value leadership, 45–46, 48–51 key elements, 48–51 Widget, Work satisfaction, 75 .. .Phoenix Leadership for Business An Executive’s Strategy for Relevance and Resilience Phoenix Leadership for Business An Executive’s Strategy for Relevance and Resilience... strikes These formalized unions provided a forum for the workers to be heard and force changes in leadership approaches These pressures on leadership gave rise to the human resource era of leadership. .. with a chance for you to reflect upon and apply the concepts to your professional situation and setting Dr Val Gokenbach’ s Phoenix Leadership for Business An Executive’ s Strategy for Relevance

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