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The leadership gap : building leadership capacity for competitive advantage /
Studies consistently show that quality leadership development programs pay off for companies -- in the form of shareholder returns, market share growth, and sales. However, many companies have inadequate leadership development programs. This book challenges traditional views of leadership developmen...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Mississauga, ON :
John Wiley & Sons Canada,
©2005.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Weiss, David S. |q (David Solomon), |d 1953- |1 https://id.oclc.org/worldcat/entity/E39PBJfcJgfGdqk9KMqxCQt7pP | |
| 245 | 1 | 4 | |a The leadership gap : |b building leadership capacity for competitive advantage / |c David S. Weiss, Vince Molinaro. |
| 260 | |a Mississauga, ON : |b John Wiley & Sons Canada, |c ©2005. | ||
| 300 | |a 1 online resource (xix, 333 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview | |
| 505 | 8 | |a UNDERSTANDING HOLISTIC LEADERSHIPFUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS | |
| 505 | 8 | |a DEPLOY PLANSEVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 -- LEAD CULTURE CHANGE; PILLAR 2 -- INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 -- DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP -- LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS | |
| 505 | 8 | |a TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATIONTOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP -- EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS | |
| 505 | 8 | |a Part Three: THE ORGANIZATION'S RESPONSEChapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS | |
| 520 | |a Studies consistently show that quality leadership development programs pay off for companies -- in the form of shareholder returns, market share growth, and sales. However, many companies have inadequate leadership development programs. This book challenges traditional views of leadership development with a perspective that focuses on recognizing leadership as a source of competitive advantage. If you're a manager or an HR leader, The Leadership Gap offers the practical, effective strategies you need to close the leadership gap in your organizations, unleashing leadership potential for. | ||
| 546 | |a English. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 2 | |a Leadership | |
| 650 | 6 | |a Leadership. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 650 | 7 | |a Leadership |2 fast | |
| 700 | 1 | |a Molinaro, Vince, |d 1962- |1 https://id.oclc.org/worldcat/entity/E39PBJdGPJM9P46C8vhhKkd84q | |
| 758 | |i has work: |a The leadership gap (Text) |1 https://id.oclc.org/worldcat/entity/E39PCG37ppFV97rMwpJWcrtJwy |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Weiss, David S. (David Solomon), 1953- |t Leadership gap. |d Mississauga, ON : John Wiley & Sons Canada, ©2005 |w (DLC) 2005277169 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=469005 |z Texto completo |
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