In organizations, there are always situations that can’t be fixed with top-down directives. Often the only thing left to do is to craft cooperative relationships through understanding, power, or trust. The concept of lateral leadership – leading to the side – brings together ideas about how we can create processes of understanding, construct arenas of power, and build trusting (or mistrusting) relationships.
Table of Content
Preface—Leading Beyond Hierarchical Control
1. Lateral Leading—Introduction
1.1 Applying the Concept
1.2 On the Popularity of Lateral Leading
2. Power, Understanding and Trust— The Three Pillars of Lateral Leading
2.1 Understanding—Overcoming Rigid Thought Structures
2.2 Power—The Control of Zones of Uncertainty
2.3 Trust—The Benefits and Dangers of Extending Trust
3. The Interplay of the Three Mechanisms of Influence
3.1 The Simultaneous Mode of Operation of Power, Understanding and Trust
3.2 The Equal Ranking of the Three Mechanisms—Why You Cannot Prioritize Understanding, Power or Trust
3.3 The Interplay of Power, Trust and Understanding
3.4 Mutual Replaceability—How Understanding, Power and Trust Can Replace One Another
4. Connection to the Formal Structure of Organizations
4.1 The Genesis of Understanding, Power and Trust from an Organization’s Structures
4.2 The Influence of Understanding, Power and Trust in the Shadows of Formal Structure
4.3 Understanding, Power and Trust—Limitations Caused by Integration in Organizations
5. How Do You Lead Laterally Through Processes of Change? Applying the Concept
5.1 The Initial Situation: The Logic of Innovation and Routines in Organizations
5.2 The Discussion Phase: The Potential of Lateral Cooperative Relationships
5.3 The Creation of Change Processes: The Benefits of Contingency
6. Outlook—Additional “Search Fields” for Further Developing the Concept of Lateral Leading
Bibliography
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