The Myth of Leadership. Creating Leaderless Organizations 

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• 1. Table of Contents

• 2. BackCover

• 3. The Myth of Leadership--Creating Leaderless Organizations

• 4. Preface

• 5. Part One: The Context of Leadership

  Chapter List

• 6. Chapter 1: Rank-Based vs. Peer-Based Thinking in Organizations

  OVERVIEW

• 7. TWO CRUCIAL OBSERVATIONS

  TWO CRUCIAL OBSERVATIONS

• 8. RANK-BASED LEADERSHIP

  RANK-BASED LEADERSHIP

• 9. THE PEER-BASED ALTERNATIVE

  THE PEER-BASED ALTERNATIVE Playing with Peers Winning Decisions Genuine Communication An Organizational Ball Hog

• 10. RANK-BASED THINKING

  RANK-BASED THINKING

• 11. PEER-BASED THINKING

  PEER-BASED THINKING

• 12. RANK-BASED VS. PEER-BASED ORGANIZATIONS

  RANK-BASED VS. PEER-BASED ORGANIZATIONS

• 13. DANGERS IN NOT CHALLENGING RANK-BASED THINKING

  DANGERS IN NOT CHALLENGING RANK-BASED THINKING Rank-Based Thinking at Sears Peer-Based Thinking at Sears Reversion to Rank-Based Thinking at Sears

• 14. CONCLUSION

  CONCLUSION

• 15. Chapter 2: The Myth of Leadership

  OVERVIEW

• 16. EXPOSING THE MYTH

  EXPOSING THE MYTH The Celebrity CEO

• 17. RANK-BASED VS. PEER-BASED LEADERSHIP ASSUMPTIONS

  RANK-BASED VS. PEER-BASED LEADERSHIP ASSUMPTIONS Employees are Lazy vs. Employees are Productive Employees Are Selfish vs. Employees Are Caring Us vs. Them The Desire to Make a Difference Leaders Are Heroic Individuals vs. Each Individual Is Unique Leadership Command and Control vs. General Input and Participation Knowledge at the Top vs. Knowledge at All Levels Manipulation vs. Cooperation

• 18. UNDESIRABLE RESULTS OF THE MYTH OF LEADERSHIP

  UNDESIRABLE RESULTS OF THE MYTH OF LEADERSHIP

• 19. THE INFLUENCE OF ASSUMPTIONS

  THE INFLUENCE OF ASSUMPTIONS

• 20. CONCLUSION

  CONCLUSION

• 21. Chapter 3: Why Have Leaders?

  OVERVIEW

• 22. LEADERSHIP MENTALITY

  LEADERSHIP MENTALITY

• 23. FUNDAMENTAL ATTRIBUTION ERROR

  FUNDAMENTAL ATTRIBUTION ERROR Rank in History

• 24. NETWORK SOCIETY

  NETWORK SOCIETY

• 25. RANK-BASED LOGIC VS. PEER-BASED LOGIC

  RANK-BASED LOGIC VS. PEER-BASED LOGIC Exclusive vs. Inclusive Commanding vs. Influencing Domineering vs. Participating Scarcity Based vs. Abundance Based Individualistic vs. Community Formulated Inequitable vs. Equitable

• 26. CONCLUSION

  CONCLUSION

• 27. Part Two: The Evolution of Organizational Practices

  Chapter List

• 28. Chapter 4: Strange Attractors and Organizational Practices

  OVERVIEW

• 29. CHAOS THEORY

  CHAOS THEORY

• 30. QUALITIES OF SYSTEMS AND STRANGE ATTRACTORS

  QUALITIES OF SYSTEMS AND STRANGE ATTRACTORS

• 31. THE STRANGE ATTRACTOR AND RESILIENCY OF PEER ORGANIZATIONS

  THE STRANGE ATTRACTOR AND RESILIENCY OF PEER ORGANIZATIONS

• 32. RANK-BASED VS. PEER-BASED PRACTICES

  RANK-BASED VS. PEER-BASED PRACTICES Controlling vs. Sharing Mindless vs. Mindful Top Down vs. Freeing Fearful vs. Creative Bureaucratic vs. Flexible Communicating Deceptively vs. Communicating Honestly

• 33. ORGANIZATIONAL ATTRACTORS

  ORGANIZATIONAL ATTRACTORS

• 34. CONCLUSION

  CONCLUSION

• 35. Chapter 5: Big Chief and Hierarchical Rank-Based Organizations

  OVERVIEW

• 36. DEVELOPMENT OF A RANK-BASED ORGANIZATION

  DEVELOPMENT OF A RANK-BASED ORGANIZATION Command and Control Effect on Productivity

• 37. TWO FORMS OF RANK-BASED ORGANIZATION

  TWO FORMS OF RANK-BASED ORGANIZATION The Big Chief Organization The Hierarchical Organization

• 38. CHARACTERISTICS OF RANK-BASED ORGANIZATIONS

  CHARACTERISTICS OF RANK-BASED ORGANIZATIONS

• 39. THE BIG CHIEF ORGANIZATION IN HISTORY

  THE BIG CHIEF ORGANIZATION IN HISTORY

• 40. BIG CHIEF ORGANIZATIONS TODAY

  BIG CHIEF ORGANIZATIONS TODAY

• 41. THE HIERARCHICAL ORGANIZATION IN HISTORY

  THE HIERARCHICAL ORGANIZATION IN HISTORY Frederick Winslow Taylor Pyramidal Shape Slow-Moving Hierarchies

• 42. ALFRED SLOAN AND THE HIERARCHICAL ORGANIZATION

  ALFRED SLOAN AND THE HIERARCHICAL ORGANIZATION Trouble with Unions Aura of Legitimacy

• 43. RESISTANCE TO CHANGE

  RESISTANCE TO CHANGE Dynamics of Inertia Decreasing Returns

• 44. REPORTING TO THE EXECUTIVE TEAM

  REPORTING TO THE EXECUTIVE TEAM

• 45. CONCLUSION

  CONCLUSION

• 46. Part Three: Creating and Managing Peer-Based Organizations

  Chapter List

• 47. Chapter 6: Creating Peer-Based Organizations

  OVERVIEW

• 48. CONDITIONS FOR BECOMING PEER BASED

  CONDITIONS FOR BECOMING PEER BASED

• 49. PEER-BASED THINKING

  PEER-BASED THINKING Power and Responsibility Peer-Based Management vs. Laissez-Faire Leadership Conclusions from Lewin s Research

• 50. DESIGNING FOR PEERS--PEER LEADERSHIP COUNCILS AND TASK FORCES

  DESIGNING FOR PEERSPEER LEADERSHIP COUNCILS AND TASK FORCES Peer-Based Leadership Councils Task Forces Senior Executives Warning About Outside Experts

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