Transforming Leaders Into Progress Makers: Leadership for the 21st Century
Autor Phillip G. Clampitt, Robert J. DeKochen Limba Engleză Electronic book text – 7 mar 2013
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Specificații
ISBN-13: 9781452213644
ISBN-10: 145221364X
Pagini: 280
Dimensiuni: 152 x 229 mm
Ediția:First Edition
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
ISBN-10: 145221364X
Pagini: 280
Dimensiuni: 152 x 229 mm
Ediția:First Edition
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
Recenzii
This
book
will
quickly
become
required
reading
for
all
who
aspire
to
organizational
leadership.
Phil
Clampitt
and
Robert
DeKoch
have
crafted
an
insightful
and
practical
approach
to
leadership
development.
Packed
with
organizational
examples
from
their
extensive
business
experiences,
the
book
draws
from
a
broad
array
of
literature
in
management,
science,
arts
and
technology
to
explore
change,
innovation
and
other
strategic
leadership
issues.
The
book
is
not
only
readable,
but
hard
to
put
down.
This book contains concepts and insights that advance the study and practice of leadership. It is to be celebrated equally for its humility as well as its assertions. Here there are no false claims of certainty demonstrating that the authors practice what they preach. Instead of punctuating their work with a declarative statement of truth they enjoin the reader to refine and explore. The authors are in search of a more sustainable form of leadership, a project that could be the next great platform of leadership theory.
"The book is filled with rich and diverse business examples that challenge the reader to re-evaluate long-held "truths" about how to move an organization ahead, in spite of inevitable roadblocks along the way."
"Clampitt and DeKoch enhance the reader's understanding of their model by providing compelling examples of leaders who have transformed their organizations into highly effective, successful organizations; true Progress Makers."
"Underpinning their theory are practical tools to help leaders make the right day-to day choices and transform themselves into true "Progress Makers." This is a must-read for navigating these extremely uncertain times and moving your company forward."
This book contains concepts and insights that advance the study and practice of leadership. It is to be celebrated equally for its humility as well as its assertions. Here there are no false claims of certainty demonstrating that the authors practice what they preach. Instead of punctuating their work with a declarative statement of truth they enjoin the reader to refine and explore. The authors are in search of a more sustainable form of leadership, a project that could be the next great platform of leadership theory.
"The book is filled with rich and diverse business examples that challenge the reader to re-evaluate long-held "truths" about how to move an organization ahead, in spite of inevitable roadblocks along the way."
"Clampitt and DeKoch enhance the reader's understanding of their model by providing compelling examples of leaders who have transformed their organizations into highly effective, successful organizations; true Progress Makers."
"Underpinning their theory are practical tools to help leaders make the right day-to day choices and transform themselves into true "Progress Makers." This is a must-read for navigating these extremely uncertain times and moving your company forward."
Cuprins
SECTION
ONE
1. Introduction
Our Purpose
Our Approach
2. Exploring
Attributes of Explorers
Exploring and Progress Making
Concluding Thoughts
3. Refining
Attributes of Refiners
Refining and Progress making
Concluding Thoughts
4. Platforms
How Platforms Emerge
Features of Platforms
Concluding Thoughts
5. Progress
Defining Progress
Implications of the Progress Definition
Concluding Thoughts
Progress Maker Profile: Oscar Boldt and The Boldt Company
6. The Progress Model
How the Progress Model Works
So What?
Concluding Thoughts
7. How Explorers and Refiners Make Progress
The Explorers Mode of Making Progress
The Refiners Mode of Making Progress
The Challenges Faced by Explorers and Refiners
Concluding Thoughts
8. Progress Makers
The Central Conundrum
The Progress Maker’s Response
Making the Right Choices
Progress Maker Profile: Ron Reed and the Discovery Channel
SECTION TWO
9. Envision the Future with Calculated Boldness
Defining the Concept
What Inhibits Calculated Boldness
What to Do?
Concluding Thoughts
Progress Maker Profile: Brigadier General H.R. McMaster
10. Cultivate a Focused Flexibility Mindset
A Deeper Look at Focus and Flexibility
Why is Focused Flexibility so Difficult?
What to Do?
Concluding Thoughts
11. Enlarge the Circle of Engagement
The Concept
Why Don’t We Enlarge the Circle?
How do You Enlarge the Circle of Engagement?
Concluding Thoughts
Progress Maker Profile: Vicki Wilson and Door County Coffee & Tea
12. Foster the Growth of Investment-Worthy Employees
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
13. Seek, Nurture and Evaluate Actionable Ideas
Defining the Concept
Phases to Generate Actionable Ideas
Barriers
What to Do?
Concluding Thoughts
Progress Maker Profile: Laura Hollingsworth and The Des Moines Register & Gannett
14. Select, Detect, and Correct the Proper Errors
Background
Error Management Framework
The Counter Forces
What to Do?
Concluding Thoughts
15. Practice Receiver-Centric, Strategy-Based, Feedback-Driven Communication
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
16. Conclusion
Appendix 1: Progress Makers
Appendix 2: UMM and the Origins of Focused Flexibility
Index
About the Authors
1. Introduction
Our Purpose
Our Approach
2. Exploring
Attributes of Explorers
Exploring and Progress Making
Concluding Thoughts
3. Refining
Attributes of Refiners
Refining and Progress making
Concluding Thoughts
4. Platforms
How Platforms Emerge
Features of Platforms
Concluding Thoughts
5. Progress
Defining Progress
Implications of the Progress Definition
Concluding Thoughts
Progress Maker Profile: Oscar Boldt and The Boldt Company
6. The Progress Model
How the Progress Model Works
So What?
Concluding Thoughts
7. How Explorers and Refiners Make Progress
The Explorers Mode of Making Progress
The Refiners Mode of Making Progress
The Challenges Faced by Explorers and Refiners
Concluding Thoughts
8. Progress Makers
The Central Conundrum
The Progress Maker’s Response
Making the Right Choices
Progress Maker Profile: Ron Reed and the Discovery Channel
SECTION TWO
9. Envision the Future with Calculated Boldness
Defining the Concept
What Inhibits Calculated Boldness
What to Do?
Concluding Thoughts
Progress Maker Profile: Brigadier General H.R. McMaster
10. Cultivate a Focused Flexibility Mindset
A Deeper Look at Focus and Flexibility
Why is Focused Flexibility so Difficult?
What to Do?
Concluding Thoughts
11. Enlarge the Circle of Engagement
The Concept
Why Don’t We Enlarge the Circle?
How do You Enlarge the Circle of Engagement?
Concluding Thoughts
Progress Maker Profile: Vicki Wilson and Door County Coffee & Tea
12. Foster the Growth of Investment-Worthy Employees
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
13. Seek, Nurture and Evaluate Actionable Ideas
Defining the Concept
Phases to Generate Actionable Ideas
Barriers
What to Do?
Concluding Thoughts
Progress Maker Profile: Laura Hollingsworth and The Des Moines Register & Gannett
14. Select, Detect, and Correct the Proper Errors
Background
Error Management Framework
The Counter Forces
What to Do?
Concluding Thoughts
15. Practice Receiver-Centric, Strategy-Based, Feedback-Driven Communication
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
16. Conclusion
Appendix 1: Progress Makers
Appendix 2: UMM and the Origins of Focused Flexibility
Index
About the Authors
Descriere
Provides
a
bridge
between
strategic
thinking
and
leadership.