更新时间：2019-09-20 12:16:54
封面
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INTRODUCTION HARNESSING THE POWER OF LIFT
Chasing the Shouting Wind Along; Or Writing the Second Edition
CHAPTER 1 THE FUNDAMENTAL STATE OF LEADERSHIP
A Different Kind of Power
Psychological States
Learning to Lift with Mason
The Four Questions
CHAPTER 2 THE LIFT METAPHOR
Four Principles for Harnessing Lift
Four Lenses on Organizational Effectiveness
Becoming Scientists
Becoming a Practitioner
From a Controllable Glider to Powered Flight
From Deep Change to Lift
Putting It All Together
Four Requirements for Positive Influence
CHAPTER 3 GROUNDED: BEING COMFORT-CENTERED
Building a Better Engine
Inappropriate Expectations
Expectations and Problems
A Bias for Confirming Evidence
From Problem Solving to Purpose Finding
CHAPTER 4 IN FLIGHT: BECOMING PURPOSE-CENTERED
The Impossible Lawn
The Leadership of a Person Who Is Purpose-Centered
Limits to Possibility and Positivity
CHAPTER 5 GROUNDED: BEING EXTERNALLY DIRECTED
Building Wings That Work
External Direction
Automaticity
How We Learn to Act Contrary to Our Values
From External Direction to Internal Direction
CHAPTER 6 IN FLIGHT: BECOMING INTERNALLY DIRECTED
Changing Our Stories
Internal Direction: Moments of Dignity
The Leadership of Internal Direction
When Internal Direction Is Unappealing
CHAPTER 7 GROUNDED: BEING SELF-FOCUSED
Empathy
Fluid Dynamics
Self-Focus
The End of Self-Betrayal
CHAPTER 8 IN FLIGHT: BECOMING OTHER-FOCUSED
Seeing the Humanity in Others
When Empathy Is Hard
Stakeholders
High-Quality Connection
The Leadership of an Other-Focused State
Questions and Concerns about Being Other-Focused
CHAPTER 9 GROUNDED: BEING INTERNALLY CLOSED
Flying Gliders without Control Systems
The Belief That We Cannot Change
I Can Change—Just Not at This
From Internally Closed to Externally Open
CHAPTER 10 IN FLIGHT: BECOMING EXTERNALLY OPEN
Tools for Becoming Externally Open
The Leadership of an Externally Open State
The Love of Performing
CHAPTER 11 BECOMING A POSITIVE FORCE IN ANY SITUATION
Becoming Positive
Integrating the Experiences
Integrating the Influence
What Is Positive
Becoming a Force
Any Situation?
The Importance of Situations
I Am Part of My Situation and My Situation Is Part of Me
Teaching and Learning
CHAPTER 12 LEARNING THE FUNDAMENTAL STATE OF LEADERSHIP
Learning from Success
Challenges
Accelerating Leadership Development
The Payoff for the Investment
CHAPTER 13 SLIPPING THE SURLY BONDS OF EARTH
What Makes This State So Fundamental?
Why Does It Matter That We Think of Leadership as a State?
Onward and Upward
ACKNOWLEDGMENTS
INDEX
ABOUT THE AUTHORS
