Preface Authors * Introduction * The Primary Purpose of This Book * Audience * Contesting the Myths of Leadership * Critical Ideas: Leadership and Command and Control * The Important Contribution of This Book * Structure of the Book * Conclusion * Unconstructive Power * Introduction * The Failure of Inherited Ideas of Leadership * Leadership Is Not a Position * Leadership and Risk * Command and Control Is Important * Collaborative Culture * Conclusion * Power and Partnership * Introduction * Leadership Is a Cultural Idea * Power With * Soft Power * Loyalty and Obedience * Responsibility * Conclusion * Leadership and Communicating * Introduction * Be Plain * Challenges to Effective Communication * Effective Communication * Communication between Different Agencies * Effectiveness, Efficiency and Psychological Safety * Leadership and Situation Awareness * Introduction * Situation Awareness * Generating Situation Awareness * Leading and Cooperating * Situation Awareness: In a Nutshell * Five Ways to Improve Situation Awareness * An Important Caveat * Leadership and Decision Making * Introduction * Elements of Decision Making * Decision Theory * The Collaborative Approach * Collaborative Leadership and Decision Making under Stress * Lessons Learned: Training for Good Decisions * Error Management * Introduction * Terms: Error and Violation * Errors Are Consequences * Four Broad Error Types * Error in the Technical and Automated Environment * Human Factors Underpinning Error * Error and Collaborative Leadership * A Just Organisation: Non-Jeopardy Reporting * Conclusion * Leadership and Obligation * Introduction * Leadership: Power and Failure * The Official Reports * Blind Eyes * Misleadership * Conclusions * Conclusion * The Contribution of This Book * Beyond Command and Control * Collaborative Culture * Power With * The Leaders Who Do Best * Command-and-Control Structures * Compelling, Not Coercive References Index.