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Leverage competencies : the key to financial leadership success /
In today's integrated and complex financial world, financial leaders can't succeed on financial skills alone. Today's most successful companies have discovered that ""leveraged competencies""--Often referred to as ""soft"" or ""leaders...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Upper Saddle River, NJ :
Financial Times/Prentice Hall PTR,
©2002.
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| Colección: | Financial Times Prentice Hall books.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Militello, Frederick C. | |
| 245 | 1 | 0 | |a Leverage competencies : |b the key to financial leadership success / |c Frederick C. Militello, Jr., Michael D. Schwalberg. |
| 260 | |a Upper Saddle River, NJ : |b Financial Times/Prentice Hall PTR, |c ©2002. | ||
| 300 | |a 1 online resource (vii, 231 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 490 | 1 | |a Financial Times Prentice Hall books | |
| 504 | |a Includes bibliographical references (pages 217-220) and index. | ||
| 588 | 0 | |a Print version record. | |
| 546 | |a English. | ||
| 520 | |a In today's integrated and complex financial world, financial leaders can't succeed on financial skills alone. Today's most successful companies have discovered that ""leveraged competencies""--Often referred to as ""soft"" or ""leadership"" skills -- are crucial to the success of financial leaders. Drawing upon research at eight outstanding global companies, this book provides a complete blueprint for enterprises who want tomorrow's leaders to have all the skills they need to win -- financial and leadership. This book focuses on the emotional competencies and leadership skills executives nee | ||
| 505 | 0 | |a Cover -- Title Page -- Copyright 2002 Financial Executives Research Foundation44; Inc46; -- Advisory Committee -- TOC36;Contents -- CH36;CHAPTER 1 Introduction -- Research Background -- Research Objectives -- Research Participants -- Summary -- Endnotes -- CH36;CHAPTER 2 Emotional Competencies58; The Sine Qua Non of Leadership -- Emotional Intelligence -- Emotional Competencies -- Self45;Awareness -- Self45;Regulation -- Motivation -- Empathy -- Social Skill -- The Emotionally Intelligent Organization -- Developing Emotional Competencies -- Endnotes -- CH36;CHAPTER 3 Overview and Discussion of Case Studies -- Determining Key Leverage Competencies -- Leverage Competencies and Selection -- Linking Leverage Competencies to Organizational Goals -- Performance Review47;Development Planning -- Human Resource47;Succession Planning -- Leverage Competency Training Practices -- Structured Learning47;Workshops -- Mentoring47;Coaching -- Experiential Development -- Challenges -- Lack of Acceptance -- Different Attitudes Regarding the Role of Finance -- Deeply Integrating Leverage Competencies -- A Blueprint for Facilitating Leverage Competencies in Your Organization -- Overview of Case Studies by Company -- Air Products and Chemicals44; Inc46; -- Bristol45;Myers Squibb Company -- Dana Corporation -- Nortel Networks Corporation -- Solvay Polymers44; Inc46; -- Synovus Financial Corp46; -- Unilever45;HPC -- W46; L46; Gore 38; Associates44; Inc46; -- Endnote -- Leverage Competencies and Financial Leadership -- Leverage Competencies for Financial Executives58; Highlights -- Self45;Awareness -- Self45;Regulation -- Motivation -- Empathy -- Social Skills -- Cognitive Competencies -- Risk Management -- Leverage Competencies58; Final Comments -- Corporate Culture and Leverage Competencies -- Making the Soft Stuff Hard -- CH36;CHAPTER 4 Air Products and Chemicals44; Inc46; -- Company Background -- Financial Leadership at Air Products58; A Control Perspective -- C2K -- Controllership on Competency Development -- Financial Leadership at Air Products58; A Business Perspective -- Business on Competency Development -- Leveraging Diversity -- Financial Leadership at Air Products58; An HR Perspective -- HR on Competency Development -- Competencies and Performance Enhancement Reviews -- Summary -- Endnote -- CH36;CHAPTER 5 Bristol45;Myers Squibb Company -- Company Background -- The Finance Organization at B45;MS -- Identifying Finance Leaders8212;The Saddlebrook Group -- Developing Finance Leaders8212;Experiential Learning -- Developing Finance Leaders8212;Online Position Profiles -- Building an Integrated Perspective8212; The Leadership Model -- The Center for Leadership Development -- Leadership Development at B45;MS8212; A Continuing Work in Progress -- Summary -- Endnotes -- CH36;CHAPTER 6 Dana Corporation -- The Leadership Challenges -- The Dana Style -- Experiential Development -- Internal Audit58; Growing Leaders -- Succession Planning -- Leadership Qualities58; Taking Inventory -- Dana University -- Endnotes -- CH36;CHAPTER 7 Nortel Networks Corporation -- Company Background -- Financial Leadershi. | |
| 542 | |f ©2002 Financial Executives Research Foundation, Inc. |g 2002 | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Leadership |v Case studies. | |
| 650 | 0 | |a Industrial management |v Case studies. | |
| 650 | 0 | |a Success in business |v Case studies. | |
| 650 | 6 | |a Leadership |v Études de cas. | |
| 650 | 6 | |a Gestion d'entreprise |v Études de cas. | |
| 650 | 6 | |a Succès dans les affaires |v Études de cas. | |
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| 700 | 1 | |a Schwalberg, Michael D. | |
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