Part I: Context.

1 Do Managers Matter?

A Brief History of Management.

Defi ning Management and Leadership.

The Defi nition, and the Power, of Engagement.

Summary.

2 Why Managers Have a Tough Job.

Employees Are Smart and Demanding.

We Have Ambivalent Feelings about Leadership and Followership.

We Really Don't Like Being Told What to Do.

Managers Behave Badly.

Summary.

3 A New Model of Manager Performance.

Managers and Competitive Advantage.

The Manager Performance Model.

Summary.

4 Constructing the Manager Role.

Manager Contribution—The Player-Coach Job.

Manager Competency—The Technical Skill Dilemma.

The Size of the Job—Span of Control.

Building the Role System.

Summary.

Part II: Implementation.

5 Executing Tasks.

Planning Work.

Clarifying Job Roles.

Monitoring Progress.

Summary.

6 Developing People.

Acting as a Human Capital Treasurer.

Providing Direct Development.

Goal Setting and Performance Feedback.

Summary.

7 Delivering the Deal.

Transforming the Extrinsic into the Intrinsic.

Individualizing Rewards.

Boosting Engagement Through Recognition.

Summary.

8 Energizing Change.

Coping with Imposed Change.

Choosing to Change.

Sustaining Engagement.

Summary.

9 Authenticity and Trust.

Connecting Authenticity and Trust.

Building Trust Through Authenticity.

Implications for Manager Performance.

Summary.

10 Fitting the Pieces Together.

Manager Role Structure and Performance Model—A Summary.

What Makes a Great Manager?

Can a Good Manager Manage Anything?

Make Versus Buy.

Notes for Those Who Want Managers to Succeed.

Notes.

The Authors.

Index.