The Accountable Leader - Content

Part I

1 Accountable for success

• Held to account - what does it mean?
• Accountability, organization design and effective leadership
• Accountability: what does it mean?
• Why is accountability important?
• The link to authority
• Teams and shared accountability
• What is management accountability?
• Personal fulfilment on the front line
• The Accountable Leader Chapter I: Key points

2 Organizing for accountability

• Hierarchy: the response to increasing complexity
• The importance of a sound organizational platform
• What makes for an accountable organization in which leaders are held to account?
• The importance of organizations being ' in flow'
• The Accountable Leader Chapter 2: Key points

3 Leaders and leadership development

• The Napoleon syndrome
• Leadership versus management: a barren dichotomy
• A key distinction
• What is meant by leadership?
• The issue of talent
• Leadership pipeline -what pipeline?
• Leadership development in the organization
• Job evaluation: status, grades and ranks
• Self-actualization
• The Accountable Leader Chapter 3: Key points

4 Holding leaders to account: leadership by design

• The DMA Solution Set
• What is Decision Making Accountability?
• The importance of conceptual integration
• The link to business strategy
• Management layers and work levels
• The Seven Elements of DMA
• The Accountable Leader Chapter 4: Key points

Part 2

5 Held to account at the front line

• On the level
• At the sharp end
• The Seven Elements at the front line
• Challenges at the from line
• The supervisory role in the first level of accountability
• Support roles and their link to authority
• The supervisory challenge at the front line: a 'spanner in the works'?
• Spans of control
• The well-organized customer service front line
• Warning signs: typical issues resulting from multiple tiers of frontline supervision
  Possible next steps
• The Accountable Leader Chapter 5: Key points

6 Managing the front line

• A rule of thumb: organize for value from the front line
• The Seven Elements at the second level of accountability
• Implications for management
• The problem with professionals
• Attention: spans
• Key steps to define the optimum span of control
• The span of control questions
• The advantages and shortcomings of narrow and wide spans
• Layers: redressing the balance
• The Accountable Leader Chapter 6: Key points

7. Managing the managers

• The essence of Level 3 accountability
• Issues at Level 3
• The business unit
• Automation
• Organization design problems at Level 3
• How it works in practice: a Work Level 3 case study
• DweII - time at Level 3
• The Accountable Leader Chapter 7: Key points

8 Managing on a global stage

• Strategic accountability
• When is a regional headquarters juststified?
• What does the CHQ do?
• Reporting links
• TheAccountable Leader Chapter 8: Key points

Part 3

9 Organizational design accountability and leadership in practice

• Leadership development schemes and why they fail
• Organization design is critical to leadership development
• Operational and strategic work: identifying the dividing line
• Performance is no guarantee of promotion
• The importance of boundary moves
• Faulty organization design masks the identification of talent
• The way forward
• The Accountable Leader Chapter 9: Key points

10 Leadership development schemes: how can they succeed?

• The challenge
• The key steps to identifying and developing leaders
• Pulling the threads together
• The Accountable Leader Chapter 10: Key points

11 Tracking a successful leader

• The era of the inclusive leader
• A Level 8 career track
• Advising leaders at Levels 6 and above
• The Accountable Leader Chapter 11: Key points

12 The accountable leader: 20 key ideas

• 20 key ideas in this book