JV Gallos
Business Leadership – A Jossey–Bass Reader 2e
A Jossey–Bass Reader
Paperback Engels 2008 2e druk 9780787988197
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
The second edition of best–selling
Business Leadership contains the best thinking on leadership from the biggest names in the business. It offers leaders everything they need to know to prepare for today s and tomorrow s leadership challenges: how to understand the leadership process, identify opportunities, get things started right, avoid predictable pitfalls, and maximize success. Effective leaders use mind, heart, and spirit in their work, and this volume is designed to guide and support leaders in their efforts. With an introduction by Joan V. Gallos editor of the highly praised
Organization Development: A Jossey–Bass Reader the author list for this invaluable resource reads like the who′s who of business leadership.
Specificaties
ISBN13:9780787988197
Taal:Engels
Bindwijze:paperback
Aantal pagina's:624
Uitgever:John Wiley & Sons
Druk:2
Hoofdrubriek:Leiderschap, Algemeen management
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Inhoudsopgave
About the Editor.
<p>About the Contributors.</p>
<p>Foreword by Ronald A. Heifetz.</p>
<p>Introduction and acknowledgments BY Joan V. Gallos.</p>
<p>PART I: FRAMING THE ISSUES: WHAT IS LEADERSHIP?</p>
<p>Chapter 1: What Leaders Really Do (John P. Kotter).</p>
<p>Chapter 2: Primal Leadership: The Hidden Power of Emotional Intelligence (Daniel Goleman, Richard Boyatzis, and Annie McKee).</p>
<p>Chapter 3: The Five Practices of Exemplary Leadership (James Kouzes and Barry Posner).</p>
<p>Chapter 4. Reframing Leadership (Lee G. Bolman and Terrence E. Deal).</p>
<p>Chapter 5: When Leadership is an Organizational Trait (James O′Toole).</p>
<p>PART II: BECOMING A LEADER, PREPARING FOR THE OPPORTUNITIES</p>
<p>Chapter 6: The Seven Ages of the Leader (Warren Bennis).</p>
<p>Chapter 7: The Traces of Talent (Marcus Buckingham and Donald O. Clifton).</p>
<p>Chapter 8: Leadership is Authenticity, Not Style (Bill George).</p>
<p>Chapter 9: Level 5 Leadership: The Triumph of Humility and Fierce Resolve (Jim Collins).</p>
<p>Chapter 10: Thinking Gray and Free (Steven B. Sample).</p>
<p>Chapter 11: Enhancing the Psycho–Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia (Philip Mirvis and Karen Ayas).</p>
<p>Chapter 12: Moments of Greatness: Entering the Fundamental State of Leadership (Robert E. Quinn).</p>
<p>PART III: UNDERSTANDING THE TERRITORY, ANTICIPATING THE CHALLENGES</p>
<p>Chapter 13: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation (Joan V. Gallos).</p>
<p>Chapter 14: Leadership and the Power of Position: Understanding Structural Dynamics in Organizational Life understanding unique features of the challenge (Michael J. Sales).</p>
<p>Chapter 15: The Boundaryless Organization: Rising to the Challenges of Global Leadership (Ron Ashkenas, David Ulrich, Todd Jick and Steve Kerr).</p>
<p>Chapter 16: Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).</p>
<p>Chapter 17: The Sustainability Sweet Spot: Where Profit Meets the Common Good (Andrew W. Savitz and Karl Weber).</p>
<p>Chapter 18: Leading Geeks: Technology and Leadership (Paul Glen).</p>
<p>Chapter 19: Leading in Black and White: Working Effectively Across the Racial Divide (Ancella B. Livers and Keith A. Caver).</p>
<p>Chapter 20: Managing Middlescence (Robert Morison, Tamara Erickson, and Ken Dychtwald).</p>
<p>PART IV: MAKING IT HAPPEN</p>
<p>Chapter 21: The First 90 Days of Leadership (Michael Watkins).</p>
<p>Chapter 22: What is Our Mission (Peter F. Drucker)?</p>
<p>Chapter 23: The Power and Creativity of a Transforming Vision (James MacGregor Burns).</p>
<p>Chapter 24: Finding the Right Vision (Burt Nanus).</p>
<p>Chapter 25: Developing Strategy: The Serious Business of Play staying on track (Heracleous and Jacobs).</p>
<p>Chapter 26: Navigating the Political Terrain (Lee G. Bolman and Terrence E. Deal).</p>
<p>Chapter 27: Want Collaboration? Accept B and Actively Manage B Conflict (Jeff Weiss and Jonathan Hughes).</p>
<p>Chapter 28: Creating and Managing Culture: The Essence of Leadership (Edgar H. Schein).</p>
<p>Chapter 29: Leading Change: Why Transformation Efforts Fail (John P. Kotter).</p>
<p>Chapter 30: Leading at the Enterprise Level (Douglas A. Ready).</p>
<p>Chapter 31: Execution: The Gap Nobody Knows avoiding the pitfalls (Larry Bossidy, Ram Charan and Charles Burck).</p>
<p>Chapter 3: The Leader as Toxin Handler: Organizational Hero and Casualty (Peter Frost and Sandra Robinson).</p>
<p>Chapter 33: Bad Leadership B and Ways to Avoid It (Barbara Kellerman).</p>
<p>Chapter 34: Good or Not Bad: Standards and Ethics in Managing Change (Kim Cameron).</p>
<p>PART V: SUSTAINING THE LEADER</p>
<p>Chapter 35: A Survival Guide for Leaders (Ronald A. Heifetz and Marty Linsky).</p>
<p>Chapter 36: Preserving Integrity, Profitability, and Soul (David Batstone).</p>
<p>Chapter 37: Learning for Leadership: Failure as a Second Chance (David L. Dotlich, James L. Noel, and Norman Walker).</p>
<p>Chapter 38: Nourishing the Soul of the Leader (Andre Delbecq).</p>
<p>Chapter 39: Resilience and the Crucible of Leadership (Warren G. Bennis and Robert J. Thomas).</p>
<p>Chapter 40. Choose Hope: On Creating a Hopeful Future (Andrew J. Razeghi).</p>
<p>Index.</p>
<p>About the Contributors.</p>
<p>Foreword by Ronald A. Heifetz.</p>
<p>Introduction and acknowledgments BY Joan V. Gallos.</p>
<p>PART I: FRAMING THE ISSUES: WHAT IS LEADERSHIP?</p>
<p>Chapter 1: What Leaders Really Do (John P. Kotter).</p>
<p>Chapter 2: Primal Leadership: The Hidden Power of Emotional Intelligence (Daniel Goleman, Richard Boyatzis, and Annie McKee).</p>
<p>Chapter 3: The Five Practices of Exemplary Leadership (James Kouzes and Barry Posner).</p>
<p>Chapter 4. Reframing Leadership (Lee G. Bolman and Terrence E. Deal).</p>
<p>Chapter 5: When Leadership is an Organizational Trait (James O′Toole).</p>
<p>PART II: BECOMING A LEADER, PREPARING FOR THE OPPORTUNITIES</p>
<p>Chapter 6: The Seven Ages of the Leader (Warren Bennis).</p>
<p>Chapter 7: The Traces of Talent (Marcus Buckingham and Donald O. Clifton).</p>
<p>Chapter 8: Leadership is Authenticity, Not Style (Bill George).</p>
<p>Chapter 9: Level 5 Leadership: The Triumph of Humility and Fierce Resolve (Jim Collins).</p>
<p>Chapter 10: Thinking Gray and Free (Steven B. Sample).</p>
<p>Chapter 11: Enhancing the Psycho–Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia (Philip Mirvis and Karen Ayas).</p>
<p>Chapter 12: Moments of Greatness: Entering the Fundamental State of Leadership (Robert E. Quinn).</p>
<p>PART III: UNDERSTANDING THE TERRITORY, ANTICIPATING THE CHALLENGES</p>
<p>Chapter 13: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation (Joan V. Gallos).</p>
<p>Chapter 14: Leadership and the Power of Position: Understanding Structural Dynamics in Organizational Life understanding unique features of the challenge (Michael J. Sales).</p>
<p>Chapter 15: The Boundaryless Organization: Rising to the Challenges of Global Leadership (Ron Ashkenas, David Ulrich, Todd Jick and Steve Kerr).</p>
<p>Chapter 16: Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).</p>
<p>Chapter 17: The Sustainability Sweet Spot: Where Profit Meets the Common Good (Andrew W. Savitz and Karl Weber).</p>
<p>Chapter 18: Leading Geeks: Technology and Leadership (Paul Glen).</p>
<p>Chapter 19: Leading in Black and White: Working Effectively Across the Racial Divide (Ancella B. Livers and Keith A. Caver).</p>
<p>Chapter 20: Managing Middlescence (Robert Morison, Tamara Erickson, and Ken Dychtwald).</p>
<p>PART IV: MAKING IT HAPPEN</p>
<p>Chapter 21: The First 90 Days of Leadership (Michael Watkins).</p>
<p>Chapter 22: What is Our Mission (Peter F. Drucker)?</p>
<p>Chapter 23: The Power and Creativity of a Transforming Vision (James MacGregor Burns).</p>
<p>Chapter 24: Finding the Right Vision (Burt Nanus).</p>
<p>Chapter 25: Developing Strategy: The Serious Business of Play staying on track (Heracleous and Jacobs).</p>
<p>Chapter 26: Navigating the Political Terrain (Lee G. Bolman and Terrence E. Deal).</p>
<p>Chapter 27: Want Collaboration? Accept B and Actively Manage B Conflict (Jeff Weiss and Jonathan Hughes).</p>
<p>Chapter 28: Creating and Managing Culture: The Essence of Leadership (Edgar H. Schein).</p>
<p>Chapter 29: Leading Change: Why Transformation Efforts Fail (John P. Kotter).</p>
<p>Chapter 30: Leading at the Enterprise Level (Douglas A. Ready).</p>
<p>Chapter 31: Execution: The Gap Nobody Knows avoiding the pitfalls (Larry Bossidy, Ram Charan and Charles Burck).</p>
<p>Chapter 3: The Leader as Toxin Handler: Organizational Hero and Casualty (Peter Frost and Sandra Robinson).</p>
<p>Chapter 33: Bad Leadership B and Ways to Avoid It (Barbara Kellerman).</p>
<p>Chapter 34: Good or Not Bad: Standards and Ethics in Managing Change (Kim Cameron).</p>
<p>PART V: SUSTAINING THE LEADER</p>
<p>Chapter 35: A Survival Guide for Leaders (Ronald A. Heifetz and Marty Linsky).</p>
<p>Chapter 36: Preserving Integrity, Profitability, and Soul (David Batstone).</p>
<p>Chapter 37: Learning for Leadership: Failure as a Second Chance (David L. Dotlich, James L. Noel, and Norman Walker).</p>
<p>Chapter 38: Nourishing the Soul of the Leader (Andre Delbecq).</p>
<p>Chapter 39: Resilience and the Crucible of Leadership (Warren G. Bennis and Robert J. Thomas).</p>
<p>Chapter 40. Choose Hope: On Creating a Hopeful Future (Andrew J. Razeghi).</p>
<p>Index.</p>
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