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EBSCO_ocn933336889 |
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OCoLC |
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20231017213018.0 |
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m o d |
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|a 1869225821
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|z 9781869225810
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|a (OCoLC)933336889
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|b .V35 2016
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|a UAMI
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| 100 |
1 |
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|a Van der Merwe, Letitia.
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| 245 |
1 |
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|a Building the corporate leadership community :
|b creating a common purpose for and shared meaning of organisational leadership /
|c Letitia Van der Merwe with Anton Verwey.
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| 260 |
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|a Randburg :
|b KR Publishing,
|c 2016.
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| 300 |
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|a 1 online resource
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| 336 |
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
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| 338 |
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|a online resource
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0 |
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|a Online resource; title from PDF title page (EBSCO, viewed September 29, 2016).
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| 504 |
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|a Includes bibliographical references and index.
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| 505 |
0 |
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|a _GoBack; Cover; Title Page; Endorsements ; Title Page Two; Copyright Page; Table of Contents; Acknowledgements; About the authors ; About the contributors ; Chapter 1 Oh no, not another book on leadership; Why is leadership so important?; Introducing key issues; Book outline ; Chapter 2 The new leadership landscape ; What is leadership landscape?; The evolution of leadership landscape; Summary; The new leadership landscape; Complexity and values; Levels of work; Spiral dynamics; SST and spiral dynamics in interaction; Summary; Driving forces ; A new leadership landscape; Final remarks.
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| 505 |
8 |
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|a Chapter 3 Leadership community What is community?; The nature of community; Characteristics of community; Community is learned; Dimensions of community; All six dimensions are in each bit of culture; Summary; Defining a leadership community; Creating and maintaining leadership community excellence; What does it do for your business?; The business logic; Closing remarks; Chapter 4 Leaders are people too ; The nature of leadership; Irrational rationality ; Cognitive biases ; Personality; How the nature of leadership manifests in the workplace ; Emotional Intelligence (EQ); Emotional contagion.
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| 505 |
8 |
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|a Emotional labourLeader identity; The darker side of leadership; Summary; Chapter 5 Creating leadership brand enabling conditions ; Context; Why is organisational leadership culture so important to HR?; The differences between leadership, leadership culture and leadership brand ; Leadership brand enablers; A brief discussion of each enabler; Internal -- supporting people practices; HR leader alignment; Assessment; Coaching leaders ; Succession planning; Training and leadership development; Performance management; Recognition ; HR policies ; Recruitment ; Summary of leadership brand enablers.
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| 505 |
8 |
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|a ConclusionChapter 6 Spotting leadership talent; The story so far and the link to leadership talent; Important considerations for spotting leadership talent ; Redefining our approach to identifying and nurturing talent; What is leadership talent and what are the key attributes? ; Nurturing leadership talent; Leadership transition ; The implications of leader transitions; Pre-assessment phase; Competence development phase ; Validation ; Transition support ; Conclusion; Chapter 7 New leadership development approaches ; Current scenario; The leadership challenge; Impact on leadership development.
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| 505 |
8 |
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|a The business case: why is it important?Leadership development best practice; Emerging trends; What might developing a leadership community look like?; Social learning; Gamification; More emphasis on leadership transition support and development; More emphasis on innovation in leadership development methods; More emphasis on taking personal accountability for leadership development; Summary ; Leadership development: purpose, process and content; Development, philosophy and strategy; Architecture and value chain; The leadership development academy/institute; Design, delivery and governance.
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| 590 |
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|a eBooks on EBSCOhost
|b EBSCO eBook Subscription Academic Collection - Worldwide
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|a Verwey, Anton.
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