Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader (J-B US non-Franchise Leadership)

Values: defining one’s, 105–106

development of, through passages, 191

for first-time leaders, 46

leadership development focus on, 10

versus results, 78–79

violation of, as cause of failure, 84, 91

work-family balance and, 152–153, 154–155

Values alignment/misalignment, in joining-a-company passage, 35, 38

Values conflict: with boss or coworker, 95, 100, 105–106

losing faith in the system and, 180–182

with merged organization, 128

Venting, 117

Veteran executives, in joining-a-company passage, 35, 37–38, 39–40

Vetting, 80

Viacom, 202

Viault, R., 3, 52, 56, 88, 151, 169, 175, 195, 203

Victimhood: in losing-faith-in-the-system passage, 183–184

in stretch assignments, 63

Vindictiveness: in boss, 97–98

as response to being fired or passed over, 113, 115

Virgin Atlantic, 81

Vivendi, 85

Volatility: coping with others’, 93, 94, 105

managing one’s, 61–62

Vulnerability: in acquisition-or-merger passage, 123–124

admitting, as precursor to learning, 29, 210

discussing failure and, 88

emotional support and, 207–209

in foreign countries, 141

revealing, in personal upheaval passage, 173–174