Look at ordinary workplace moments and decide whether leadership is actually happening. You will separate leadership from title, charisma, popularity, and control by focusing on direction, influence, responsibility, and useful action.

Practice turning a vague goal into a direction people can use: a clear outcome, a few priorities, boundaries, and signs of progress. You will see how leaders reduce confusion without pretending everything is certain.

Apply the previous explanations in a guided problem.

Identify the practical conditions that let people do good work: clear roles, needed information, usable tools, enough time, and fewer blockers. You will reason through what a leader can change in the work system instead of blaming people first.

Match the decision approach to the situation, from quick leader calls to consultation, delegation, or group agreement. You will use decision-rights tools such as RACI, DACI, or RAPID to clarify who recommends, decides, contributes, and acts.

Apply the previous explanations in a guided problem.

Check your understanding with a short quiz.

Turn general agreement into coordinated work by naming owners, next steps, dependencies, handoffs, and check-in points. You will practice spotting where teams drift because no one made the action path visible.

Use influence that does not depend on formal power: asking better questions, framing options, sharing evidence, inviting participation, and modeling the behavior needed. You will distinguish constructive influence from pressure, manipulation, or control.

Apply the previous explanations in a guided problem.

Check your understanding with a short quiz.

Review this chapter with practice based on your mistakes.