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The 2008 Pfeiffer annual : leadership development /
This comprehensive resource includes an international panel of contributors who are leading academics and practitioners in the field. Their combined wisdom has created the most authoritative and up-to-date source for new ideas, tools, models, and contemporary practices in leadership development. Thi...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco, CA : Chichester :
Pfeiffer ; John Wiley [distributor],
2008.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 245 | 0 | 4 | |a The 2008 Pfeiffer annual : |b leadership development / |c edited by James L. Noel and David L. Dotlich. |
| 260 | |a San Francisco, CA : |b Pfeiffer ; |a Chichester : |b John Wiley [distributor], |c 2008. | ||
| 300 | |a 1 online resource (xii, 340 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 504 | |a Includes bibliographical references. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a THE 2008 PFEIFFER ANNUAL -- CONTENTS -- ACKNOWLEDGMENTS -- INTRODUCTION: WHAT'S NEXT IN LEADERSHIP DEVELOPMENT? -- CHAPTER 1: WHERE WE'VE BEEN: LEADERSHIP DEVELOPMENT IN THE 20TH CENTURY -- Post-War Leadership Development: Uniformity and Structure -- Change on the Horizon: The Debate Between Hard and Soft Skills -- A Changing Reality: The Emergence of the "New" Leadership Model -- What We Can Learn From the Past -- The New Revolution -- Creating Leaders for a Changing World -- Some Observations About the Current State of Leadership Development -- Emerging Business Trends That Influence Our Industry -- CHAPTER 2: WHY ARE THERE NOT ENOUGH LEADERS IN COMPANIES TODAY? -- Drivers of Whole Leadership -- What Is a "Whole" Leader? -- The Problem with Partial Effectiveness -- Recognizing That Different Combinations of Head, Heart, and Guts Are Needed in Different Situations -- Developing Whole Leaders -- Finding the "Edge" Beyond Leadership Comfort Zones -- CHAPTER 3: WHO REALLY "OWNS" LEADERSHIP DEVELOPMENT? -- Reality Number 1: Personal Development Is Mostly Self-Development -- Reality Number 2: Companies and Their HR Professionals Miss the Locus and Timing of Development -- Reality Number 3: Career Expectations Have Changed -- Reality Number 4: More Tools for Self-Development are Available -- What's to Be Done? -- Eight Employee-Centric Leadership Development Strategies -- Conclusion -- References -- CHAPTER 4: DEVELOPING LEADERS OF SUBSTANCE -- Are They Really Leaders? -- Focus on Substance -- In Practice -- The Winning Combination -- CHAPTER 5: WHY IS LEADERSHIP SO IMPORTANT AND FORMAL LEADERSHIP DEVELOPMENT NOT? -- The Value of Leadership -- The Current State of Leadership Development -- So What Do We Know That Works? -- Summary and Conclusion -- CHAPTER 6: THE EVOLUTION OF LEADERSHIP DEVELOPMENT AT NOVARTIS -- Setting a Strong Foundation. | |
| 505 | 8 | |a Filling the Leadership Pipeline -- A Two-Dimensional Model for Learning Programs -- The Leadership Development Curriculum -- Refi ning Leadership Development -- Case Example: The Role of Learning in Supporting Growth in China -- The Decade's Key Recommendations -- CHAPTER 7: ACHIEVING SUCCESS IN THE GLOBALIZATION OF LEADERSHIP DEVELOPMENT -- Linking Global Leadership and Business Strategy -- The Expansion of Global Leadership Development -- Defi ning Success -- Best Practices -- Conclusion -- CHAPTER 8: DEVELOPING GLOBAL LEADERS THROUGH ACTION LEARNING -- Leaders for a Global Environment -- A Strategy for Developing Global Leaders -- Ways to Ensure Success -- Measuring Success -- The Benefits -- Drafting Success: An Analogy from Nike -- References -- CHAPTER 9: DEVELOPING CUSTOMER-CENTRIC LEADERS -- A New Brand of Leadership -- How to Develop Customer-Centric Leaders -- Pitfalls to Avoid -- References -- CHAPTER 10: BUILDING MARKETING EXCELLENCE -- The Nature of Marketing Excellence -- A Large-Scale Marketing Excellence Initiative -- The Scope of Marketing Excellence Initiatives -- Key Success Factors for a Marketing Excellence Initiative -- References -- CHAPTER 11: TIME WARNER CREATIVE LEADERSHIP SUMMIT -- Case -- The Creative Leadership Summit -- Moving Forward -- CHAPTER 12: BE THE ONE: THE LEADToshiba EXPERIENCE -- Our Philosophy -- Education for the Masses -- Ten Strategies for All TABS Employees -- Results -- CHAPTER 13: THE QUEST FOR 20: 20 VISION: DEVELOPING HR LEADERS AT LUXOTTICA -- Raising the Bar on HR -- Luxottica Group: Framed for Success -- Upping the Game for HR at Luxottica Retail -- HR Accepts the Challenge -- Innovate and Create Value -- How You, Too, Can Get to 20:20 Vision -- References -- CHAPTER 14: WHAT WOMEN EXECUTIVES NEED FROM LEADERSHIP DEVELOPMENT PROGRAMS -- Back to Basics -- Dispelling the Stereotypes. | |
| 505 | 8 | |a "Taking Charge": Developing Self-Assessment, Negotiating, and Networking Skills in Women -- What All of Us Need: Tailoring Development Programs to Meet the Needs of Both Genders -- Where Do We Go from Here? -- References -- CHAPTER 15: CREATING REAL EMPLOYEE ENGAGEMENT -- Why Engagement Is Increasingly Important -- New Challenges to Leadership -- Measuring Engagement -- What Is a Leader's Core Engagement Role? -- Engagement for Aligned Performance -- Creating Full Engagement-The Ultimate Emotional Connection -- What Is the Intended Business Outcome? -- How Do You Know It Is Working? -- Summary: The Practical Leadership Questions -- References -- CHAPTER 16: LEADING ACROSS BOUNDARIES: ADVENTURES IN THE "WHITE SPACES" AT GENERAL MILLS -- White Spaces: The GE Perspective -- Connecting the Dots: Traversing the White Spaces -- Business Impact -- Improving Trends in Cross-Boundary Teamwork -- Key Principles -- CHAPTER 17: BANK OF AMERICA : WINNING THE GROWTH CHALLENGE -- Our Development Mission -- The Business Challenges -- Building a Strong Bench: The Core Development Principles That Drive Our Actions -- Building a Strong Bench: Simple Integrated Programs/Processes Set the Agenda -- Talent Management Process: What Executives Should Expect from Us -- Practices That Work: Lessons Learned -- CHAPTER 18: COACHING LEADERSHIP TRANSITIONS -- Timing the Employment of Coaching -- The Role of the Coach in Support of Leadership Transitions -- Realizing the Business and Organization Realities -- Understanding New Skills and Behavioral Requirements -- Creating a New Level of Self-Awareness -- Navigating Transition Challenges and Building Transition Capability -- Establishing Goals and Creating an Action Plan -- Providing Support -- Tips for the Coach -- References. | |
| 505 | 8 | |a CHAPTER 19: EXECUTIVE ASSESSMENT FOR SUCCESSION PLANNING AND DEVELOPMENT : A SEQUENCED PROCESS AND A FEW HELPFUL HINTS -- Defining Executive Assessment -- The "Constants" of the Executive Assessment Process -- Getting Started -- Summary -- CHAPTER 20: DO LEADERSHIP COMPETENCIES DEFINE EFFECTIVE LEADERSHIP? -- Defining Leadership Competencies -- Other Principles for Defining Competencies -- Challenges to Defining Leadership Competencies -- The Core Question: Does It Work? -- Do Leadership Competencies Develop Leadership? -- CHAPTER 21: TRANSITION SUPPORT: BEST PRACTICES FROM THE FIELD -- Transition into a New Organization: Preparing Outside Hires -- Transition into a New Leadership Role: Preparing High-Potentials -- Conclusion -- References -- CHAPTER 22: ACTION LEARNING: CREATING LEADERS THROUGH WORK -- Action Learning Today -- Action Learning Revisited -- Head, Heart, and Guts: The Link We Missed -- Conclusion -- CHAPTER 23: LEADER AS STORYTELLER -- The Rise of Story in the Social Sciences and Business -- The Modern Organization-A Perfect Setting for Storytelling -- Leadership and the Strategy Story -- Telling a Story: From Simplicity to Complexity -- Cautions to Leaders Learning Storytelling -- References -- CHAPTER 24: THE LEADER AS POET: A CONSIDERATION OF WHAT POETRY MAY HAVE TO OFFER ORGANIZATIONAL LEADERSHIP -- A Working Definition -- What Could Poetry Teach Leaders? -- The Challenge to Innovate -- The Challenge of Motivating People -- A Suggestion Rather Than a Conclusion: Listen Deeply -- References -- CHAPTER 25: CHOICES IN WORK AND IN LIFE -- CHAPTER 26: THE LEADING BRAIN: AN EXERCISE IN SELF-COACHING -- References -- CHAPTER 27: LEADING IN THE MATRIX OF TODAY: INTEGRATING BODY/MIND/SPIRIT -- References -- CHAPTER 28: SOMATICS AND LEADERSHIP -- Stepping Up-Developing Leadership Presence -- You Are What You Practice. | |
| 505 | 8 | |a The Body We Are Versus the Body We Have -- Embodying New Competence Through Practice -- Foundational Somatic Practice-Centering -- Experiencing Center-The Practice -- Summary -- CHAPTER 29: LEARNINGS FROM WORLD-CLASS ATHLETES IN MANAGING PERFORMANCE: ACHIEVING PERSONAL LEADERSHIP EXCELLENCE THROUGH P6 PROP -- A Holistic View of Excellence -- Why Do Business Champions Have to Display Excellence? -- The P6PROP Model of Personal Leadership Excellence -- The P6PROP Inventory -- The Goal of Personal Leadership Excellence: Harnessed Passion -- P6PROP in Action -- References -- CHAPTER 30: THE SHAPING OF SUCCESSFUL CAREERS -- CHAPTER 31: THE FUTURE OF LEADERSHIP DEVELOPMENT -- A Learning Culture in the Making -- Work as a Driver of People -- Collaboration -- Connectedness -- Community -- Where Does All of This Take Us? -- CONTRIBUTORS -- ABOUT THE EDITORS -- System Requirements -- Using the CD With Windows -- HOW TO USE THE CD-ROM -- In Case of Trouble. | |
| 520 | |a This comprehensive resource includes an international panel of contributors who are leading academics and practitioners in the field. Their combined wisdom has created the most authoritative and up-to-date source for new ideas, tools, models, and contemporary practices in leadership development. This unique series is a world-class resource for all practitioners, teachers, and students of leadership development. Topics include: Trends in Leadership DevelopmentLearning Methods (How Leaders Learn)Special Challenges and InnovationsLeadership Development for the Board of DirectorsEnsuring Learning. | ||
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| 700 | 1 | |a Noel, James L., |d 1943- |1 https://id.oclc.org/worldcat/entity/E39PCjMfp34Kg8hrVCDwtWRPKm | |
| 700 | 1 | |a Dotlich, David L. |q (David Landreth), |d 1950- |1 https://id.oclc.org/worldcat/entity/E39PCjwckmFrdwqVWfBqrqjmr3 | |
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