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Scaling Leadership - Building Organizational Capability and Capacity to Create Outcomes that Matter Most

Scaling Leadership - Building Organizational Capability and Capacity to Create Outcomes that Matter Most

Autorzy
Wydawnictwo John Wiley & Sons Inc
Data wydania 19/03/2019
Liczba stron 288
Forma publikacji książka w twardej oprawie
Poziom zaawansowania Dla profesjonalistów, specjalistów i badaczy naukowych
Język angielski
ISBN 9781119538257
Kategorie Strategie biznesowe
124.95 PLN (z VAT)
$28.11 / €26.79 / £23.26 /
Produkt na zamówienie
Dostawa 3-4 tygodnie
Ilość
Do schowka

Opis książki

Transform Your Organization by Scaling Leadership


How do senior leaders, in their own words, describe the most effective leaders-the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization's capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale.


Is your leadership built for scale as you advance in today's volatile, uncertain, dynamic, and disruptive business environment? This context puts a premium on a very particular kind of leadership-High-Creative leadership capable of rapidly growing the organization while simultaneously transforming it into more agile, innovative, adaptive and engaging workplace. The research presented in this book suggests that senior leaders can describe the High-Creative leadership with surprising clarity. They also describe with equal precision the High-Reactive leadership that cancels itself out and seriously limits scale. Which type of leader are you?


You scale your leadership by increasing the multiple on your leadership in three ways. First, by developing the strengths that differentiate the most effective leaders from the strengths deployed by the most Reactive and ineffective leaders. And second, by increasing your leadership ratio-the ratio of most the effective strengths to the most damaging liabilities. Third, by developing High-Creative leaders all around you.


Scaling Leadership provides a proven framework for magnifying agile and scalable leadership in your organization. Scalable leadership drives forward-momentum by multiplying high-achieving leaders at scale so that growth, productivity and innovation increase exponentially. Creative leaders multiply their strengths beyond technical competence by leading in deep relationship, with radical humanity, passion and integrity.


Drawing upon decades of solid research and experience enhancing individual capability and collective leadership effectiveness with Fortune 500 companies and government agencies, the authors provide an innovative and efficient framework to help you:





Take stock of your own personal balance of leadership strengths and weaknesses

Scale your leadership in deep relationship and high integrity

Proliferate high-achievers throughout your organization's leadership system

Identify ineffective leadership and course-correct quickly

Transform your organization by transforming leadership



Scaling Leadership is an invaluable tool for executives, managers, and leaders in business, academia, nonprofit organizations, and more. This innovative resource provides effective techniques, real-world examples, and expert guidance for organizations seeking to improve performance, align and execute strategies, and transform their business with scalable leadership capability.

Scaling Leadership - Building Organizational Capability and Capacity to Create Outcomes that Matter Most

Spis treści

Foreword xiii





Acknowledgments xv





Introduction xix





Chapter 1 Exposed at Scale 1





Leadership at Scale 2





The Development Gap 4





The Spiritual Journey of Leadership 9





Chapter 2 Profiles in Leadership 13





Optimal Leadership Circle Profile 15





Conditions for Scale 21





Bridging the Development Gap 28





Chapter 3 Getting a Street View on Leadership 31





Sample Demographics 33





How Different Are These Groups? 33





So What? 37





Chapter 4 High-Creative Leadership Strengths 39





Strengths of High-Creative Leaders 40





Top 10 Skills for High-Creative Leaders 41





Biggest Strength Gaps 43





What Surprised Us? 44





Contribution of Women Leaders 45





Scaling Leadership 49





Chapter 5 The Strengths of High-Reactive Leaders 53





Top 10 Strengths of High-Reactive Leaders 54





Non-Differentiating Strengths 55





Redefining Leadership 60





Chapter 6 Leader Liabilities 65





How We Interrupt Our Effectiveness 65





Top 10 Liabilities of High-Reactive Leaders 66





Case Example: President Edwardo 69





Leadership Ratio 71





What Is Your Return on Leadership? 73





Relationship-Task Balance 73





Chapter 7 The Canceling Effect 79





The Canceling Effect 80





Does Your Leadership Scale? The Impact of Non-





Differentiating Strengths 83





Seven Multiples, Seven Canceling Effects 84





Systemic Canceling Effects 87





Are You Amplifying Your Multiple or Your Canceling Effect? 89





A Matter of Development (The Peter Principle Revisited) 91





Chapter 8 How Leaders Scale Leadership 95





Case in Pont: Jeff Hilzinger 95





Scaling Leadership Beyond Yourself 96





Jeff Hilzinger: A Transformational Leader 111





Chapter 9 Full-Spectrum Leadership 115





The Middle Groups 116





A Pathway of Development 117





A Deeper Dive into the Data 118





So What? Key Conclusions 124





Where Are You? 127





It's Time for an Upgrade 129





Chapter 10 Reactive Leadership 131





Canceled Gifts and Competing Liabilities 134





Heart-Centered Leaders 135





Will-Centered Leaders 140





Head-Centered Leadership 144





The Universal Model Maps Core Patterns 149





Chapter 11 Transforming Reactive into Creative Leadership 153





Shift from Reactive to Creative in Three Movements 155





Three Movements, One Symphony 161





Complementary Competencies 163





Developing Conscious Leadership 166





Chapter 12 Practices That Transform Leadership 169





How to Change 171





Establish Generative Tension 173





Tell the Truth About What We Want 173





Discerning Purpose 174





Distill Vision 175





Outcomes and Behavior 176





Telling the Truth About Current Reality 178





Be Intentional 182





Stop, Challenge, Choose 182





Practice 184





Intuition 184





Reflection 185





Feedback 187





Truth Telling 188





Lead the Change 189





Chapter 13 Integral Leadership Informed by Grace 193





Appendix A Leadership Circle Profile Summary Dimensions 201





Appendix B Leadership Effectiveness and Business Performance 207





Appendix C Research Methodology 211





Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211





Description of Qualitative Analysis of Comment Feedback 213





Appendix D Definitions of Thematic Strengths and Liabilities 215





Appendix E Theorists Integrated into the Leadership Circle Universal





Model of Leadership 221





About the Authors 226





Notes 228





References 235





Index 243

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