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Table of Contents

Acknowledgments

Preface

Introduction

The Tension between Forceful and Enabling

Forceful Leadership and Enabling Leadership as Opposing Virtues

Versatility

Enabling Leadership as “Virtuous”

Development Needs as Lack of Versatility

When Virtues Become Vices

Getting involved personally versus granting autonomy

Declaring oneself versus hearing from other people

Making tough calls versus being sensitive to people’s needs

Making critical judgments versus showing appreciation

Having a can-do attitude versus accepting limits

Conveying confidence versus showing modesty, humility

Lopsidedness or Restricted Movement

Case of Overly Forceful, Not Enabling Enough

Case of Overly Enabling, Not Forceful Enough

What It Takes to Increase Versatility

Learning to Emphasize the Underdeveloped Side

Learning to De-emphasize the Overdeveloped Side

The Primary Development Task for Forceful Managers

The Primary Development Task for Enabling Managers

Phases in Actually Changing

Conclusion

Appendix

Bibliography