Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want
400
Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want
400eBook
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Overview
This book is about employee enthusiasm: that special, invigorating, purposeful and emotional state that’s always present in the most successful organizations. Most people are enthusiastic when they’re hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that’s what. The Enthusiastic Employee is an action-oriented book that helps companies obtain more from workers - the basic premise is that under the right kind of leadership, the more one side wins in a collaborative relationship, the more for the other side. The book is heavily evidence-based (using extensive employee survey data) and lays out two basic ideas: the “Three-Factor Theory” of human motivation at work and the “Partnership” company culture that is based on the Three-Factor Theory and that, by far, brings out the best in people as they respond with enthusiasm about what they do and the company they do it for. Drawing on research with 13,000,000+ employees in 840+ companies, The Enthusiastic Employee, Second Edition tells you what managers (from first-line supervisor to senior leadership) do wrong. Then it tells you something much more important: what to do instead. David Sirota and Douglas Klein detail exactly how to create an environment where enthusiasm flourishes and businesses excel. Extensively updated with new research, case studies, and techniques (they have added over 8.6 million employees and over 400 companies to their analyses ), it now contains a detailed study of Mayo Clinic, one of the world’s most effective healthcare organizations and a true representation of the principle of partnership, as well as more in-depth descriptions of private sector exemplars of partnership, such as Costco. Other new chapters include: how the Great Recession really impacted workers’ morale (bottom-line, it didn’t) and how to build a true Partnership Culture that starts with senior leadership. They now debunk fashionable theories of worker “generations” (Baby Boomers, Gen X, Y, etc.) as mostly nonsense… clarify what they’ve learned about making business ethics and corporate social responsibility actionable… share what research on merit pay (pay for individual performance) tells us about its likely impact on school teachers and performance (not good)…discuss the utility of teleworking (and the dust-up at Yahoo)…offer compelling, data-informed insights about women and minorities in the workplace, and much more. You can have enthusiastic employees, and it does matter – more than it ever has. Whether you’re a business leader, HR/talent management professional, or strategist, that’s the workforce you need – and this is the book that will help you get it.
Product Details
| ISBN-13: | 9780133249033 |
|---|---|
| Publisher: | Pearson Education |
| Publication date: | 07/24/2013 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 400 |
| File size: | 2 MB |
About the Author
David Sirota has two abiding professional interests: organization behavior and survey research. Both of these interests took hold at the University of Michigan, where he received his doctorate, and where he worked at that university’s Institute for Social Research, a leading center for applying survey methods to the study of organizations. Upon receiving his doctorate, David was recruited by International Business Machines (IBM) to help initiate behavioral science research there. He stayed at IBM for 12 years in a variety of research and executive positions, leaving in 1972 to set up his own firm, Sirota Consulting, now simply Sirota. The firm specializes in the diagnosis and improvement of the relationships of organizations with all of their key constituencies: employees, customers, suppliers, investors, and communities. In 1996, David became chairman emeritus of the firm, after completing his own succession plan with key employees. He continues to consult with selected clients, primarily on matters of leadership, and collaboration and conflict within and between organizations.
Parallel to his career as a consultant, David has had an academic career, having taught at the School of Industrial and Labor Relations of Cornell University, the School of Industrial Administration of Yale University, the Sloan School of the Massachusetts Institute of Technology, and the Wharton School of the University of Pennsylvania.
David is married with two children and lives in New York City.
Douglas Klein is, likewise, steeped in survey research, with 25 years of experience in the field. Prior to joining Sirota, he worked for AT&T, building leadership assessment centers and conducting employee research, and then at Time Warner, where he conducted employee and customer satisfaction research. Doug brought his insights into employee and customer research to Sirota and helped launch its “linkage” efforts, statistically relating employee attitudes, customer attitudes, and “hard” business metrics. He managed the normative database for the firm for more than a decade (on which so much in the book’s first and second editions is based) and is seen by many as a real historian of employee attitudes. His current role as the firm’s chief leadership advisor allows him to apply his strong analytical skills and decades of client experience to issues of organizational values and culture and to the day-to-day problems faced by senior executives in the management of their companies.
Doug is an active advisor, speaker, and writer. (See his blog on www.sirota.com and search for the many articles he has authored or to which he has contributed.) He holds a master’s degree in industrial and organizational psychology from New York University.
Doug lives in Merrick, New York, with his wife Ilene and their two children.
Read an Excerpt
Introduction
The impact shook everything for blocks. Fire, charged by thousands of gallons of jet fuel, sucked so much oxygen out of the air around the impact zone that windows in nearby buildings blew out as the towers of the Word Trade Center began to wither and then collapse. On the 32nd floor of the World Financial Center, the offices of Barron's Magazine shook. Computers, office supplies, and equipment flew out the windows. Stunned workers held on for dear life. Then, they carefully made their way out of the building to safety. The editorial and business offices of Barron's Magazine had been almost instantaneously decimated. The damage was so great that it took more than a year to refurbish the offices.
Yet, on September 11, 2001, as people fled the building, Barron's employees had already turned their attention to the task of publishing the magazine on time. Months later, Ed Finn, Barron's Managing Editor, recalled that the attack had not prevented his employees from publishing a full edition of the magazine three days after their offices were destroyed. In fact, the idea of not publishing never even came up; the only question any employee asked was how the team would accomplish it. None of us would want to face the challenges that Barron's—and many, many others—faced that day, but we can all appreciate what the Barron's employees did. We can all agree that most organizations would love to have employees who display that level of enthusiasm for their jobs, their companies, and their colleagues.
This is a book about enthusiastic workers.
Managers at all levels often spend an inordinate amount of time with "difficult" individual employees—employees who are angry, uncooperative, or perhaps neurotically demanding of attention. In fact, the task of dealing with such behavior problems is often perceived as a significant human-resources cost. But, the reality is even worse, because the bigger problem is the vast number of workers who are not openly troublesome, but who have become largely indifferent to the organization and its purposes. This is the greater problem because the troublemakers can be identified and dealt with; the "walking indifferent," however, are silent killers. They have learned to expect not too much and to give not too much. Yet, these workers are normal people with reasonable human wants. Somehow, their human needs are only marginally satisfied, if at all, by the companies for which they work. In return, they give to the companies a mere fraction of what they are capable of contributing. The economic cost of this underutilization to the affected businesses is enormous.
How does a company tackle this problem? One approach is to more closely supervise employees, pressuring them to do more. On a more positive note, other managers treat their workers to a procession of "motivational" speakers, rah-rah events, and programs. Neither approach will do much good—in fact, the former will likely exacerbate the problem. We need to get to the root of the matter, the source of employee indifference, and we need to address it. The real challenge is to turn indifferent workers into enthusiastic workers. The solution might surprise you.
First, we must understand what workers want. Then, we must give it to them!
This might sound absurd to some, a sure road to insolvency. On the contrary, it is a powerful path to business success.
- Why do we say this? Because many years of research has established that, surprisingly, little real conflict exists between the goals of the overwhelming majority of workers and those of their employers.
It is a common, but harmful, misconception that people and their organizations are in a natural state of conflict. This book starts by setting the record straight, examining the source of this confusion, and providing a fresh start to understanding what workers really want. We show that the key question is not how to motivate employees, but how to sustain—and prevent management from destroying—the motivation that employees naturally bring to their jobs.
- Workers have basic human needs that management can and should work to address. Creating an environment in which these needs are met results not just in satisfied employees, but enthusiastic employees.
What is the basis of human motivation in the workplace? We discuss three key factors of worker motivation and what they mean. We also show the extraordinary effect of successfully addressing all three of these key factors.
- Employee enthusiasm—a state of high employee morale that derives from satisfying the three key needs of workers— results in enormous competitive advantages for those companies with the strength of leadership to manage for real long-term results.
Our proof is the numerous cases that we have collected for more than 30 years of survey research into the effect of employee attitudes on organizational effectiveness. We explore what the data show, illustrating our data with case histories and comments drawn from our extensive research, and we connect the data to business outcomes.1
Asking Questions
How do we claim to know what workers want? It is not by untested hypothesis, imagination, or philosophy. It is not by thinking "out of the box" as the vogue term goes, nor is it by generalizing based on a series of anecdotes. The only real way to learn what's on workers' minds is to ask them! This involves asking them simply and directly using inquiry methods that assure that the results are representative and valid.
Real data are the best antidote against jumping to conclusions based only on personal biases, the latest fad, or anecdotes. By using real data, we know what workers want, why they want it, and what it means.
We have been asking workers questions for more than 30 yearselor, more accurately, a talented group of industrial organizational psychologists at Sirota Consulting, along with the authors, have engaged in employee-attitude research for more than 30 years. In that time, we collected over 4 million survey responses from employees around the word. The data have been collected on various general topics or dimensions of attitudes. Over the course of time, we organized those dimensions into a model that aligns employee attitudes with bottom-line business outcomes.
Asking the Right Questions
Although it is certainly a positive thing that we have collected extensive attitudinal data by actually asking workers about their opinions, we imagine that a few readers are now wondering how we know which questions to ask. The answer to that question requires a little background.
In 1972, David Sirota organized a small business to pursue his mission of improving organization performance through the systematic assessment and management of employee, customer, and community relations. From 1959 through 1972, David was a director of Behavioral Science Research and Application for IBM. There, David's activities included the establishment of IBM's worldwide employee-attitude survey program.
David has a broad industrial and academic background. With a doctorate from the University of Michigan, he was a study director at that University's Institute of Social Research. He now serves on that institute's Board of Advisors. He has taught at the School of Industrial and Labor Relations of Cornell University, at Yale University, the Sloan School of Management of the Massachusetts Institute of Technology, and as associate professor of management at the Wharton School of the University of Pennsylvania.
Co-author Lou Mischkind is, likewise, steeped in survey research, with over 35 years of experience in the field. Prior to joining Sirota Consulting, Lou was the program director of executive development at IBM and special advisor on human resources to the president of the General Products Division. Lou has taught courses in social and organizational psychology at New York University, Santa Clara University, and San Jose State University. He holds his master's degree in experimental psychology from Columbia University and his Ph.D. in organizational psychology from New York University.
Co-author Michael Meltzer comes to the subject from a different background. Michael is a lawyer, practicing business and related law since 1976. He has been an advisor to diverse businesses, including financial consulting, real-estate development, sales and distribution, construction, and business-management companies. Michael also served as an adjunct assistant Professor at Pace University, teaching business organizations, real-estate law and trusts and estates, and he has served as a New York City civil court arbitrator. Michael received a B.A. from The George Washington University in Washington D.C., in 1972, and a J.D. from Brooklyn Law School in 1975.
As David's reputation grew, both for superior research and for an ability to collect meaningful data that could be used for real business improvement, the small business expanded into an internationally known and respected consultancy. Sirota Consulting is now one of the larger independent privately owned companies in the U.S. that specializes in organization survey research. Sirota consultants have conducted a wide variety of surveys for hundreds of organizations around the world. The company's mission remains much the same as it was when David first started it: to use survey data to help organizations build strong, productive relationships with its key constituencies such as employees, customers, suppliers, communities, investors, opinion leaders, and the public at large.
Our experience, although extensive, is not the only basis for the statement that we have asked the right questions. The research done by Sirota Consultants over the years has followed a widely accepted protocol for attitudinal research: individual interviews, focus groups, and reliability and validation testing. You can find more detailed information on our methods in Chapter 2, "Employee Enthusiasm and Business Success," in Appendix A, "Administration and Composition of the Survey Population," and Appendix B, "Reliability and Validity of the Data."
Our years of research, experience, and testing have resulted in an enormous pool of responses from which the data for this book have been drawn.
Questions Result in Data
What are our data made of? Regarding the kinds of questions we ask, our approach, as we have indicated, is to ask simple and direct questions. You will see that we "psychologize" neither in the interpretation of the answers to our surveys nor in the way we ask our questions. If we want to know how employees feel about their pay, we ask them how they feel about their pay. We don't use "projective" techniques (such as asking them how they feel others would rate their pay) on the assumption that they would be hesitant to tell us how they feel but would "project" their views onto others. Although some debate exists among survey researchers about the use of direct versus indirect techniques, the evidence is clear: When administered correctly, such as with guarantees of confidentiality, employees answer direct questions honestly. Furthermore, there is no confusion when the responses to such questions are reported to management: When employees say that they are happy or unhappy with their pay, that's exactly what they mean. You can find a detailed discussion of this matter and examples of the numerous reliability and validity tests we have applied to our approach in Appendix B.
How about the kinds of people we survey? This is an important question because we need to know just how representative and recent our evidence is. First, the analyses in this book are based on employee survey data collected just from 1993 to 2003; therefore, the data are relatively recent. Second, although the data come from many organizations and are representative of them, we do not claim that they are representative of all workers everywhere. That would be an over-generalization. Yes, a wide variety of industries is represented, but our evidence comes predominantly from the private sector, with just 5 percent of the organizations surveyed being government agencies and 12 percent not-for-profit organizations, such as hospitals. Because survey efforts of this type are not typically done in small organizations for various reasons, large corporations predominate in our sample. Many participating companies are multinational corporations; most are headquartered in North America and 78 percent of the employees we surveyed work in the U.S. or Canada. The great majority of the others work in Europe. See Appendix A for further details on the composition of the surveyed populations.
Obviously, our data come only from organizations that asked us to survey their employees. To the casual reader, it might seem that this fact might make the participating organizations unrepresentative because the sample would be made up of companies that are probably more interested in employee satisfaction than the average company. Although that's theoretically true, the reality is that the overwhelming majority of large organizations in all sectors have conducted surveys, so this is not significant.
Another issue concerns the types of organizations that would commission this particular firm, Sirota Consulting, to conduct the survey. Sirota Consulting employs a rather intensive data-feedback and action-planning process that requires more management time than is true of the typical employee poll. Agreeing to this process might mean that management is more serious about morale than is the average company and, therefore, possibly has higher morale than elsewhere. We have collected and reviewed the data from many surveys performed by others—both external and internal consultants—and we find, on the average, a great similarity between their results and ours. This, therefore, is not an important problem, either.
The main issue, then, is the skewed nature of our sample with respect to organization size and geography. But, although the company's clients as a whole may not be perfectly representative of the universe of all organizations, there still is considerable diversity among them: in size, type of industry, types of occupations, average ages of the workforce, and the like. This book shows that the basic patterns of results we describe hold across all these differences. In statistical terms, therefore, having a sample more representative of all organizations, for example, with more small companies, would likely have little impact on our conclusions.
We can bring together the results from many different organizations because, although the surveys are geared toward the needs and conditions of individual clients, a core set of questions is appropriate and is asked just about everywhere. The core questions permit a broad, reliable depiction of worker attitudes across many varied organizations, and an analysis of those attitudes determines their causes and their business consequences. These data and analyses—amply supplemented by the systematic studies and thoughtful observations of others—form the research basis of this book. The data are further supplemented by in-depth interviews and case studies from clearly identified high-morale, high-performing client organizations. These items provide the detail needed to bring dry statistics to life, and they consist of both total organizations and segments of them (such as Barron's Magazine, which is a division of Dow Jones).
In conclusion, Sirota Consulting has been studying the attitudes of people at work—and the business consequences of those attitudes—for more than three decades. Since 1972, it has surveyed approximately 4 million employees in hundreds of private, public, and non-for-profit client organizations in 89 countries. Sirota Consulting's database of responses is extensive and provides insight into what workers want and why smart managers give it to them!
After the Honeymoon
It is a well-known phenomenon that the overwhelming majority of people begin a new job with a sense of enthusiasm. As they enter a job, people are naturally excited about their work and their organizations, eager to be part of a productive team of co-workers, and reasonable in how they expect to be treated. This is true for about 95 percent of any worker population; the other 5 percent—largely those who might be described as "allergic" to work—should never have been hired and, while at work, can be managed only with continuing close supervision and credible threats of dismissal. A major problem is that, in many organizations, management generalizes the behavior of this small group to just about every worker, which might make the work environment oppressive for all and suppress the natural enthusiasm that most people bring to their jobs.
For that reason and others, usually starting about six months after being hired, something happens to the great masses of employees who begin work enthusiastically. Significant declines in morale in 9 out of 10 companies occur after the "honeymoon" period. It is not just that the novelty wears off; the decline—and its deleterious impact on performance—is a consequence of management practice. In fact, one can say that, often, it is management that kills enthusiasm!
Yet, we find that in about 10 percent of organizations, worker enthusiasm does not materially diminish. What accounts for this difference? That is a central topic that this book explores and answers.
A Quick Look at "Old-Fashioned" Theories
Some people might see this book as having an old-fashioned point of view because our thinking flies in the face of the currently vogue theory that "loyalty is dead." The "loyalty is dead" crowd suggests that new economic conditions have made untenable the previous paternalistic pattern of lifetime careers in "caring" companies. In short, the new theorists argue that it's every person for himself or herself in a brutal new environment where the employment relationship becomes no more than a transaction.
We argue that loyalty between workers and management is, indeed, dead if it derives from the old parent-child model of paternalistic organizations. That's not what we talk about when we argue for satisfying workers' wants. We think of most workers as mature and independent adults, not children.
However, the paternalism of the past does not have to be replaced with a value-neutral transactional system where, in essence, employees "are owed nothing but a paycheck" and are removed from the payroll as soon as they are no longer needed. (In fact, if at all possible, they are not put on the payroll and are instead employed as "independent contractors.")
The gains from a transactional relationship are usually temporary, in part because such organizations receive from most of their workers little beyond what is absolutely required and monitored. For example, can a company expect its employees to treat customers with individual care and concern—the care and concern that create loyal customers—when the employees themselves are treated as invisible, interchangeable and expendable parts? A transactional relationship is therefore often a prescription for short-term success (in terms of cost reduction) and long-term mediocrity.
We therefore maintain that neither a paternalistic nor a transactional relationship is the most effective way to create high levels of long-term organization performance. The policies and practices we describe in this book represent, in their sum, a third alternative, which we call partnership.
The loyalty in a partnership relationship is not the kind that parents and children have toward each other, but rather the bonds that develop among adults working collaboratively toward common, long-term goals and having a genuine concern for each other's interests and needs. As we use the term, partnership is a business relationship plus—the plus being the human dimension, the trust and goodwill, that allows people to go beyond their performance of what is required by monetary calculations, formal contracts, and very short-term interests. Partnership has not been used often to describe the actual or even ideal employee-management relationship, but in our view, it most accurately captures the spirit of the policies and practices we find repeatedly in enthusiastic and high-performing organizations.
This book is old-fashioned in other ways as well. For one, there is a strong tendency for modern authors in our field—the field of organization psychology—to focus almost exclusively on what they term higher-order employee needs, such as "self-actualization." There is less written about the fact that people also work for a living! Ignoring or downplaying matters such as pay, benefits, and job security is an error of monumental proportions. As we show in this book, management can do little to maintain high employee morale if workers harbor a fundamental sense of unfairness as to how they are treated on these basic issues.
A related error is made by "new economy" theorists who disparage what they consider characteristics of "old economy" companies and older workers, such as the need for work direction and structure. At the extreme, these theorists seem to advocate extraordinarily fluid organizations, almost chaos, as what today's workers want and what organizations need to survive in a rapidly changing business environment. Nonsense! Many classical dictums about direction and structure are as applicable today as they were before the "information age." We wonder how much of the implosion of companies in the hi-tech sector was a consequence of their inattention to the basics of management (the blocking and tackling). We think that workers themselves have not changed that much. Although frustrated by micromanagement, they certainly don't want an absence of management, no matter what their industry or their age.
How This Book Is Organized
This book's organization is straightforward. Chapter 1, "What Workers Want—The Big Picture," and Chapter 2 elaborates on the general ideas of employee enthusiasm and its consequences for performance. They also contain a description of and an introduction to the Three Factor Theory, which is the three key needs of employees whose satisfaction is the basis for an enthusiastic workforce. Chapters 3 through 10 break the Three Factor Theory into specific practices that organizations can and should deploy to maintain employee enthusiasm. Understanding and applying these specific practices within an organization results in marked improvements in employee commitment and performance and in long-term business success. Chapter 11, "The Partnership Culture," and Chapter 12, "Translating Partnership Theory into Partnership Practice," provide the wrap-up, where we show how the various policies and practices add up to a "partnership" culture These chapters also provide practical guidance on the necessary steps to achieve genuine cultural change.
The conclusions and recommendations are at both the broad policy level (for senior management) and for individual managers at all levels working day-to-day to achieve the highest possible performance from their own employees.
Finally, the appendixes describe our research methods and statistical analyses.
1 Some comments are not verbatim because they come from our recollection of comments made in focus groups and interviews over the years, and they have been modified to protect the confidentiality of the respondents.
Table of Contents
Acknowledgments xi
About the Authors xiii
About the Second Edition xv
Our New Website xx
Introduction 1
Asking the Questions 4
Asking the Right Questions 4
Questions Result in Data 6
After the Honeymoon 11
A Quick Look at “Old-Fashioned” Theories 12
Solid Theory, Research, and Management Practice to Which We Are in Debt 15
How This Book Is Organized 15
Part I Worker Motivation, Morale, and Performance 17
Chapter 1 What Workers Want—The Big Picture 19
Blame It on the Young 20
The Lordstown Strike and Job Enrichment “Solution” 22
The Generation Gap Mythology Re-Emerges 24
Myths About the Work Itself 29
The Sirota Three-Factor Theory 32
The Specific Evidence for the Three-Factor Theory 45
How the Three Factors Work in Combination 52
Racial/Ethnic and Gender Differences 55
Individual Differences 62
Chapter 2 Employee Enthusiasm and Business Success 67
Making the Connection 67
Telling Us in Their Own Words 69
A Few Leading Organizations 74
“Enthusiasm” Versus “Engagement” 79
Enthusiasm and Performance: The Research Evidence 81
Building the People Performance Model 86
Part II Enthusiastic Workforces, Motivated by Fair Treatment 93
Chapter 3 Job Security 95
Specific Job Security Policies and Practices 107
Chapter 4 Compensation 117
Money as Seen by Workers 117
Money as Seen by Employers 118
Levels of Pay 122
Paying for Performance 133
Recommendations 143
A Note on Merit Pay for Teachers 157
Chapter 5 The Impact of the Great Recession: Flight to Preservation 161
The Survey Results 165
The Role of Management 176
Chapter 6 Respect 181
The Heart of Respect 184
Humiliating Treatment 186
Indifferent Treatment 188
The Specifics of Respectful Treatment 193
Physical Conditions of Work 195
Status Distinctions 196
Compensation Status Is a Fundamental Distinction 200
Job Autonomy 203
Constrained Communication 206
Part III Enthusiastic Workforces, Motivated by Achievement 213
Chapter 7 Organization Purpose and Principles 215
Elements of Pride in One’s Company 215
The Impact on Performance of “Doing Good” 219
Short- Versus Long-Term Profit Horizon 225
More About Purpose 231
More About Principles 232
Ethics in the Treatment of Employees 233
Getting Practical: Translating Statements of Purposes and Principles into Practice 238
Chapter 8 Job Enablement 255
Ah, Bureaucracy! The Evil That Just Won’t Go Away 262
A Management Style That Works 269
Layers of Management 274
The Benefits of Self-Managed Teams 278
Telecommuting: Yahoo Bans Work-From-Home 283
Chapter 9 Job Challenge 295
Is This an Aberration, Are Workers Delusional, or Are They Lying? 297
Given a Choice, Few People Volunteer to Fail 300
Push and Pull 302
Chapter 10 Feedback, Recognition, and Reward 313
Do Workers Get the Feedback They Need? 313
Guidance 315
A Short Course on Giving Cognitive Feedback 318
Evaluation, Recognition, and Reward 330
What Makes for Effective Recognition of Workers? 333
Advancement 340
The Other Side of the Equation: Dealing with Unsatisfactory Performance 343
Feedback Sets Priorities 347
Part IV Enthusiastic Workforces, Motivated by Camaraderie 349
Chapter 11 Teamwork 351
A Look Back 352
Are We Doing Better Now? 353
Socializing While Working 354
Uncooperative Co-Workers Have an Exponentially Negative Effect 356
Contentious Workgroups Are Drags on the Organization 357
Building Partnership 362
How Can the Misperceptions Be Uncovered, Confronted, and Corrected? 364
Lay the Foundation Prior to the Workshop 367
Establish Workshop Ground Rules 367
A Typical Workshop Agenda 369
Action Example: IT and Its Users 370
Part V Bringing It All Together: The Culture of Partnership 375
Chapter 12 The Culture of Partnership 377
Application to Other Constituencies 395
A Cultural Case Study of Mayo Clinic 396
Partnership in These Times 405
Chapter 13 Leadership and the Partnership Culture 411
The Critical Importance of Effective Leadership 412
Trust 414
Charisma 417
The Nine Key Leadership Attributes 421
Chapter 14 Translating Partnership Theory into Partnership Practice 431
It Starts at the Top 433
The Action Process 436
Endnotes 457
Index 479