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How great leaders think : the art of reframing /
"Reframing Leadership translates Bolman & Deal's influential four-frame model of leadership and organizations developed in their bestselling Jossey-Bass Book, Reframing Organizations: Artistry, Choice and Leadership, (over 300,000 copies sold in 4 editions, $7M in net revenue) into a t...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco, CA :
Jossey-Bass, A Wiley Brand,
2014.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- How Great Leaders Think: The Art of Reframing; Copyright; Contents; Preface; Acknowledgments; Part 1: Leadership in Four Dimensions; Chapter 1: Introduction: The Power of Reframing; The Curse of Cluelessness; Framing; Frame Breaking; Four Leadership Frames; Factories; Families; Jungles; Temples and Carnivals; Multiframe Thinking; Conclusion; Part 2: Structural Leadership; Chapter 2: Getting Organized; Structure at United Parcel Service (UPS); McDonald's and Harvard: A Structural Odd Couple; Elements of Social Architecture; Contextual Factors; Size and Age; Core Process; Strategy and Goals.
- Information TechnologyNature of the Workforce; Applying the Structural Frame; Conclusion; Chapter 3: Organizing Groups and Teams; Lord of the Flies; Saga of the Trapped Chilean Miners; Comparing Leadership Dynamics; Task and Structure in Teams; Structures of Sports Teams; Sum of the Parts: Baseball; Planning the Next Move: Football; Coordination on the Fly: Basketball; Conclusion; Part 3: Human Resource Leadership; Chapter 4: Leading People; Treat 'em Like Dirt; Semco: Investing in People; Developing a Philosophy and Values; Hiring the Right People; Keeping Them; Investing in People.
- Sustaining Power to the PeoplePromoting Diversity; Men's Wearhouse: Getting It Right; Conclusion; Chapter 5: Seeing Ourselves as Others See Us; Ellen and Don; Self-Awareness; Leadership Skills: Advocacy and Inquiry; Conclusion; Part 4: Political Leadership; Chapter 6: The Leader as Politician; Political Skills; Setting Agendas; Mapping the Political Terrain; Networking and Building Coalitions; Bargaining and Negotiation; A Case Example: The Troubled Auditor; Conclusion; Chapter 7: The Leader as Warrior and Peacemaker; Steve Jobs: The Warrior; Enter Bob Iger: The Peacemaker.
- Orchestrating Conflict: Raise or Lower the Flame?The Peacemaker: Cooling the Flame; The Warrior: Turning Up the Heat; A Case Example: Lois Payne; Conclusion; Part 5: Symbolic Leadership; Chapter 8: The Leader as Magician; Cultural Revival at Starbucks; The Memo; The Uproar; Barista Boot Camp; Reinventing an Icon; Leadership Summit; 2008 Annual Meeting: Building Confidence; The Galvanizing Extravaganza; Reviewing the Cultural Threads of the Starbucks Story; The Ways of Magic: How Symbolic Leaders Work; Symbolic Leaders Respect and Use History; Symbolic Leaders Interpret Experience.
- Symbolic Leaders Develop and Communicate a Hopeful VisionSymbolic Leaders Lead by Example; Symbolic Leaders Tell Stories; Symbolic Leaders Convene Rituals and Ceremonies; Conclusion; Chapter 9: Seeking Soul in Teams; The Eagle Group: Reasons for Success; Signing Up; Leadership Diversity as a Competitive Advantage; Example, Not Command; Specialized Language; Stories; Humor and Play; Ritual and Ceremony; The Contribution of Informal Cultural Players; Building a Soulful Team; Conclusion; Part 6: Improving Leadership Practice; Chapter 10: Reframing in Action; Benefits and Risks of Reframing.