Psychology for Leaders

Using Motivation, Conflict, and Power to Manage More Effectively

Dean W. Tjosvold, Mary M. Tjosvold

Publisher: Wiley, 1995, 283 pages

ISBN: 0-471-59755-4

Keywords: Leadership, Human Resources

Last modified: Sept. 21, 2022, 9:14 a.m.

In today's "synergistic," team-oriented business organization, every manager is a leader. Now this fascinating and instructive book schools you in the core psychological knowledge and skills that every manager/leader needs to motivate, empower, and unite their people effectively.

    • Introduction
      • Putting This Book to Work
        • Applying Ideas from Psychology
        • Challenging Common Misleading Ideas
        • Breaking Away from Either/Or Thinking
      • Our Psychology, Your Psychology
      • Taking up the Challenge
  • Part One: Psychology for Successful Leading
    1. Your Bottom-Line Goals
      • The Imperative for Leadership
        • Coping with Change
        • Need for New Ways of Working
      • Psychology to Create a Bottom Line
        • Ambivalence Toward Psychology
        • Uniting Behind the Bottom Line
      • Getting There: More Than Good Intentions
    2. Learning Psychology
      • The Imperative to Learn Psychology
        • Getting Focused on Psychology
        • Need for Formal Psychological Knowledge
      • Learning with Experience
        • Parallels between Being a Leader and Researcher
        • Ideas to Learn from Experience
      • Teams for Learning
        • Cooperative Learning Research
        • Personal Change
        • Forming Leadership Teams
      • The Learning Leader
  • Part Two: Forging a Common Direction
    1. Becoming Commotted to Leading
      • Accepting the Challenge to Become a Leader
      • The Day-to-Day of Managing
      • Confronting Leadership
        • Defining Leadership
        • Leader Traits: Research Findings<
        • Leader Characteristics: Employee Views
      • Leadership as Relationship
      • Finding Value in Leading
        • Vital Human Needs
        • Joint Success
      • Becoming a Leader
    2. Building Employee Commitment
      • The High-Commitment Organization
      • Finding Value in Organizational Work
        • Need Fulfillment
        • Self-Esteem
        • Social Support
      • Relationships for High Commitment
        • Productive Teams
        • Know Each Other
        • Value Diversity
        • Mutual Respect
      • Commitment in an Age of Change
    3. Developing a Shared Vision and Purpose
      • An Inspiring Vision
        • The Penney Vision
        • Emotional and rational
        • Serve Others and Yourself
      • Business Mission and Organization Framework
        • General and Concrete
      • Partners in Vision Making
      • Creating a Vision
        • Setting the Stage
        • Challenging the Status Quo
        • A Team Approach
        • Ongoing Strategies
      • Vision to Energize and Integrate Ford
  • Part Three: Working Together
    1. Cooperation and Competition
      • Cross-Functional Teamwork
      • Cooperative and Competitive Goal Interdependence
        • The Alternatives
        • Major Propositions
      • The Many Ways to Work Cooperatively
        • Confronting Safety Problems Together
        • Failed Coordination
      • Developing a Cooperative Culture
        • Group Goals and Tasks
        • Group Rewards
        • Connected Roles
        • Complementary Resources
      • Realizing the Potential of a Cooperative Culture
    2. The Faces of Power
      • Insight into the Positive Faces of Power
        • Defining Power
        • Bases for Power in Organizations
      • Power Dynamics at the Top
      • Research on Cooperative Power
        • Recognition and Appreciation
        • Mutual Influence and Exchange
        • Development and Learning
      • Obstacles to Effective Leader Relationships
        • Communication Barriers
        • Influence Barriers
      • Building Positive, Cooperative Power
      • Influencing Upwards
        • Build the Relationship
        • Coping with an Intolerable Boss
    3. Effective Communication
      •  Getting People to Talk Together: The Delta Dental Plan of Massachusetts
      • Communication Takes Two
      • Complexities and Barriers
      • Traps for Leaders and Employees
        • Leader Arrogance
        • Employee Avoidance
      • Leading by Example
      • Put Yourself in the Other's Shoes
        • Strategies
        • Interview to Perspective Take
        • Guides for Interviewing
      • Earning Credibility
    4. Feelings and Their Expression
      • Values and Feelings in the Lean Organization
      • Reality of Emotions
      • Openness and Inhibition
      • Thinking and Feeling
      • Generating Feelings
      • Expressing Feelings
        • Communication Skills
        • Nonverbal Communication
      • Ventilate
      • Changing Feelings
        • Checking Interpretations
        • Challenging Unrealistic Assumptions
      • Feelings in High-Performing Organizations
  • Part Four: Making Use of Problems and Barriers
    1. Making Decisions
      • Under the Fire of Changes
      • Leaders' Choices
      • The Potential of Team Decision Making
      • The Value of Controversy
      • Constructive Controversy Dynamics
        • State and Explain Your Position
        • Question and Understand Opposing Views
        • Integrate and Create Options
        • Agree and Shake
      • Using Advocacy Teams
      • Procedures for Contructive Controversy
        • Emphasize Cooperative Context
        • State and Explain Your Position
        • Question and Understand Opposing View
        • Integrate and Create Options
        • Agree and Shake
        • Reflect and Learn
    2. Managing Conflict
      • The Need to Manage Conflict
      • Becoming Conflict-Positive
      • Cooperative Conflict Theory
        • Defining Conflict
        • Cooperative and Competitive Approaches
      • Making Choices
      • Phases of Cooperative Conflict Management
        • State and Explain Your Position
        • Question and Understand Opposing View
        • Integrate and Create Options — There Is No "Fixed Pie"
        • Agree and Shake
        • Reflect and Learn
      • Mediating Conflict
        • Recognizing Cooperative Goals
        • Teaching Cooperative Negotiation Strategies
        • Reflect and Learn
      • Arbitration
        • Becoming Conflict Positive
    3. Moving to Self-Directing Teams
      • The Potential of Self-Directing Teams
        • Self-Directing Versus Traditional Work
        • Capacity to Self-Manage
      • Self-Directing in an Interdependent World
      • The Give-and-Take of Responsibility
      • Holding Accountable
        • Confronting Individuals and Teams
        • Effective Confrontation
      • Creating the "Can Do" Organizational Culture
  • Part Five: Becoming Leaders
    1. Becoming a Learning Organization
      • Moving to a Learning Organization
      • Learning in the Lean Enterprise
        • Teamwork Is the Basis
        • Barriers to Learning
      • Joint Learning of Psychology
        • Applying Psychological Ideas
        • Strengths and Weaknesses
      • Program for Ongoing Learning
        • Collecting Data
        • Open Discussion
        • Plan and Implement
    2. Preparing for the Future
      • Learning Leadership
        • Combining Experience and Psychological Ideas
        • Leader Development Teams
      • Building on Common Sense


Psychology for Leaders

Reviewed by Roland Buresund

OK ***** (5 out of 10)

Last modified: May 21, 2007, 3:20 a.m.

Sigh, what an inspiring title…

Unfortunately, it is worth reading and should in reality be sorted under leadership instead of HRM (or maybe under strategy?). Anyway, read it.


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