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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Otros Autores: Noel, James L., 1943-, Dotlich, David L. (David Landreth), 1950-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: San Francisco, CA : Chichester : Pfeiffer ; John Wiley [distributor], 2008.
Temas:
Executives > Training of > Periodicals.
Leadership > Periodicals.
Leadership > Périodiques.
BUSINESS & ECONOMICS > Workplace Culture.
BUSINESS & ECONOMICS > Corporate Governance.
BUSINESS & ECONOMICS > Leadership.
BUSINESS & ECONOMICS > Organizational Development.
Executives > Training of
Leadership
Periodicals
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.
  • 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.
  • "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.
  • 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.
  • 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.

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