LEADERSHIP AND THE QUEST FOR INTEGRITY
by Joseph L. Badaracco and Richard R. Ellsworth. Harvard Business School Press, 1989


ACKNOWLEDGMENTS (pix-xi)

PART 1 --- LEADERSHIP PHILOSOPHIES (p1-91)

      Introduction --- leaders need to resolve tough dilemmas and confront conflicts! The best way is to have "prejudices" or "biases" toward resolving dilemmas in certain ways! (p3-11)

      [1] The first prejudicial trap that you must avoid is in accomplishing "values-driven" leadership is to give specific, precise rules for "outstanding" management! That approach or "trap" ignores the basic diversity and messiness of a true leader's problems. (p9)

      [2] The second prejudicial trap that you must avoid is oversimplification, which often leads to making overly broad and general statements that are vacant or mere platitudes without action plans for accomplishing the recommendations!

      [3] The word "integrity" is familiar but its meaning is complex. In essence, integrity is consistency between what a leader believes, how a leader acts, and a leader's aspiration for his or her organization.

      But "consistency" itself is not an adequate single standard since an incompetent or corrupt leader can be perfrectly consistent!

      Certain known beliefs, actions, and aspirations are much more likely than others to lead to outstanding results. The "prejudices" that you advocate reflect those beliefs! Actions based on those prejudices simply translate the beliefs into practice.

      In short, the way you use your "prejudices" allows you to make integrity a living, powerful, and effective part of your decision-making role in a world of dilemmas and conflicting philosophies of management. (p9)

    1) Political leadership (p13-38)

    2) Directive leadership (p39-64)

    3) Values-driven leadership (p65-91)

PART 2 --- INTEGRITY AND THE DILEMMAS OF LEADERSHIP (p95-110)

    4) Clarity and precision versus flexibility (p111-124)

    5) Top-down versus Bottom-up influence (p125-140)

    6) Substance versus process (p141-164)

    7) Confrontation versus compromise (p165-178)

    8) Tangibles versus intangibles (p179-198)

    9) Integrity in action (p199-209)

BIBLIOGRAPHY (p211-216)

INDEX (p217-222)


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