领导力 Facilitating to Lead!: Leadership Strategies for a Networked World

Of all the skill sets that support the shift from a traditional management role to a more collaborative approach, none is more relevant than that of the role of the facilitator. The beliefs, behaviors, and practices of facilitation are precisely what all leaders need to acquire and put into action. In Facilitating to Lead! renowned facilitation expert Ingrid Bens applies her proven concepts of facilitation to the leadership role and demonstrates that facilitation is an effective work style, not merely a meeting technique. Throughout the book, Bens outlines the organizational and personal benefits of facilitative leadership and includes useful checklists to help leaders determine the situations when facilitative leadership is most appropriate to apply. Because empowerment is a core issue in the implementation of facilitative leadership, the book presents a four-level model that reframes empowerment from a vague concept to a concrete structuring tool.

作者简介：
Ingrid Bens is a consultant, speaker, and trainer who specializes in facilitation skills, team building, conflict management, employee participation, and organizational change. She is a partner in the consulting firm Participative Dynamics. Bens is the author of Facilitating with Ease! and Advanced Facilitation Strategies.

Preface.
Acknowledgments.
The Author.
1. The Leadership Context.
　The Transforming Workplace.
　Matrix Work Is Different.
　Examples of Matrix Networks.
　Changing Workforce Expectations.
　Technology Matters.
　Implications for Leaders.
　The Overlooked Tool Set.
　What Is Facilitative Leadership?
　Traditional Directive Leaders.
　Today's More Engaging Leaders.
　The Traits of Facilitative Leaders.
　The Need for Versatility.
　Organizational Benefits of Deploying Facilitative Leaders.
　Personal Benefits of Shifting Styles for Leaders.
　Making the Match.
2. Preparing the Workplace for Facilitative Leadership.
　The Four-Level Empowerment Model.
　Using the Model.
　How Much Empowerment Is Enough?
　Correcting Perceptions of Weakness.
　The Durability of the Directive Mode.
　Overcoming Barriers to Process.
　Buy-In Strategies.
　The Importance of Organizational Support.
　Implementation Strategies.
　Determining Organizational Readiness Criteria.
3. The Work of the Facilitative Leader.
　Features of the Role.
　Facilitating to Lead.
　The Seven Guiding Principles for Facilitative Leadership.
　A New Position Description.
　The Supportive Behaviors.
　The Importance of Assertiveness.
　Gaining Authority.
4. Transitioning into the Role.
　Questions and Answers About the Role of Facilitative Leader.
　The Challenge for Employees.
　Employees as Partners.
　Peer Feedback.
5. Meeting Mastery.
　Four Types of Conversations.
　Beyond Regular Staff Meetings.
　Facilitating Teleconferences.
　Preventing Meeting Problems.
　Monitoring Meeting Quality.
6. The Ten Essential Processes.
　Matching Processes to Stages.
　The Processes .
　Scheduling the Essential Processes.
7. Measuring Performance.
　Performance Dimensions of the Facilitative Organization.
　Measuring Individual Performance.
　Epilogue: Life in a Facilitative Organization.
Appendix A. Organizational Readiness Assessment.
Appendix B. Facilitation Skills Self-Assessment.
Further Reading.
Index.