The leadership gap : building leadership capacity for competitive advantage
David S. Weiss, Vince Molinaro
| Year of publication: |
2005
|
|---|---|
| Authors: | Weiss, David S. |
| Other Persons: | Molinaro, Vince (contributor) |
| Publisher: |
Hoboken : John Wiley & Sons, Inc |
| Subject: | Führungsstil | Leadership style | Wettbewerbsvorteil | Competitive advantage | Führungskräfte | Managers | Führungskräfteentwicklung | Leadership development |
| Description of contents: | Table of Contents [gbv.de] |
| Extent: | Online-Ressource (344 p.) |
|---|---|
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record TITLE; COPYRIGHT; CONTENTS; PREFACE; 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; CHAPTER TWO: Bridging The Leadership Gap; The Four Aspects Of The Leadership Gap; Bridging The Leadership Gap; PART TWO: The Leader's Response; CHAPTER THREE: Holistic Leadership: An Overview; Understanding Holistic Leadership; Functional Leadership An Example Of Dysfunctional Executive Leadership And Its ImplicationsThe 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; Deploy Plans; Evaluate Outcomes Leverage Business Strategy To Develop High-Potential LeadersClosing 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; Tool #1: Develop An Enterprise-Wide Perspective And Work In The Interest Of The Whole Organization Tool #2: Build Relationships With And Influence Key StakeholdersTool #3: Increase The Collaboration And Integration Across The Organization; Closing Comments; CHAPTER EIGHT: Team Leadership; Team Leadership-Even More Important Today; The Four Types Of Teams; Assessing Team Leadership Case Example; How To Build Strong Team Leadership; Closing Comments; CHAPTER NINE: Personal Leadership; The Personal Factors That Can Derail Leaders; CAPABLE Personal Leadership; Closing Comments; PART THREE: The Organization's Response; CHAPTER TEN: Leadership Capacity Implementation: An Overview Why Leadership Capacity Implementation is ImportantClosing 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; What Is Lost When One Or More Of The Strategies To Embed Have Not Been Applied?; The Gaps Can Be Bridged With Focused Attention CHAPTER TWELVE: Focus on Critical Positions and Key Talent |
| ISBN: | 978-0-470-83568-5 ; 978-0-470-15876-0 ; 978-0-470-83568-5 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10012675972