The connected leader creating agile organisations for people, performance and profit
New insights and case studies on how to improve business performance by engaging employees outside traditional boundaries and developing more informal and holistic approaches to leadership.
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
London ; Philadelphia :
Kogan Page
2007.
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| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009798126906719 |
Tabla de Contenidos:
- Cover; Contents; Acknowledgements; Introduction; GOOD LEADERS ALWAYS EVENTUALLY FAIL; THE PEOPLE ECONOMY; THE CONNECTED LEADERSHIP CONCEPT; FOUR PARTS, SEVEN CHAPTERS AND FIVE STEPS; ONE LAST THING; Part One The case forconnections; 1 What do people want?; WHAT DRIVES ENGAGEMENT AND WHY DOES IT MATTER?; HOW IS THE NATURE OF ENGAGEMENTCHANGING?; WHAT ARE THE NEW RULES OFENGAGEMENT?; THE 30-SECOND RECAP; 2 How do organizations respond?; HOW DO ORGANIZATIONS AND INDIVIDUALS BECOME DISCONNECTED?; WHAT DOES AN ORGANIZATION DESIGNED FOR ENGAGEMENT LOOK LIKE?; THE 30-SECOND RECAP
- Diagnostic tools 1:Do you know what people want?HOW READY ARE YOU FOR THE PEOPLE ECONOMY?; IS YOUR ORGANIZATION A 'REAL' COMMUNITY?; Part Two The case for connected leadership; 3 What must leaders do?; WHAT DO LEADERS DO?; WHAT IMPACT DO LEADERS CREATE?; THE 30-SECOND RECAP; 4 How can leaders succeed?; HOW DO LEADERS ACHIEVE HIGH PERFORMANCE IN THE PEOPLE ECONOMY?; WHAT IS DIFFERENT ABOUT THE NEW HIGH-PERFORMING LEADERSHIP RECIPE?; THE 30-SECOND RECAP; Diagnostic tools 2: Are you ready to respond?; MEASURING LEADERSHIP IMPACT - THEIMPACT QUOTIENT; WHAT KIND OF LEADER ARE YOU?
- Part Three The levers of connected leadership5 How to connect through trust; WHY IS TRUST CRITICAL TO CONNECTED LEADERS?; HOW DO CONNECTED LEADERS CREATE AND SUSTAIN TRUST?; BECOMING A TRUSTED CHANNEL; EXERCISING THOUGHTFUL INFLUENCE; HAVING CONCERN FOR IMPACT; THE 30-SECOND RECAP; 6 How to engage through meaning; WHY IS MEANING CRITICAL TO PERFORMANCE?; HOW DO CONNECTED LEADERS CO-CREATEMEANING?; HAVING NO BOUNDARIES; DOING THE GROUNDWORK; BEING TENACIOUS; THE 30-SECOND RECAP; 7 How to sustain performance through dialogue; WHY DOES REAL DIALOGUE MATTER TO PERFORMANCE?
- HOW DO CONNECTED LEADERS SUSTAIN DIALOGUE?LISTENING FIRST; HUMILITY; INFECTIOUS PASSION; THE 30-SECOND RECAP; Diagnostic tools 3: How connected are you?; HOW CONNECTED ARE YOU?; Part Four Developing connected leadership; Step 1: Understand the 'real'; MAPPING YOUR 'REAL' ORGANIZATION; PATTERNS OF 'REAL' ORGANIZATIONS; CREATING A 'REAL' MAP; Step 2: Map out the'formal'/'real' gap; THE GAP MATTERS; THE KEY QUESTIONS; Step 3: Evaluate your impact; iPOD LEADERSHIP; DEVELOPING STRATEGIES; Step 4: Develop connected leadership characteristics; INTEGRATED VERSUS SEQUENTIAL DEVELOPMENT
- DEVELOPING CHARACTERISTICSDEVELOPING TRUST; DEVELOPING MEANING; DEVELOPING DIALOGUE; DEVELOPMENT TACTICS; Step 5: Build a supporting context; CONTEXTUAL IMPROVEMENT; IMPACT AS THE KEY TO UNLOCKING CONNECTIONS; Concluding thoughts; Notes; INTRODUCTION; PART 1; CHAPTER 1; CHAPTER 2; CHAPTER 3; CHAPTER 5; CHAPTER 7; PART 4; STEP 3; CONCLUDING THOUGHTS; Index
