Business Leadership E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 908

Veröffentlichungsjahr: 2014

Beschreibung

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.

Leseprobe

Contents

Foreword

Introduction and Acknowledgments

Organization of This Book

Acknowledgments

About the Editor

Part One: Framing the Issues: What Is Leadership?

Editor’s Interlude

Chapter One: What Leaders Really Do

The Difference Between Management and Leadership

Creating a Culture of Leadership

Chapter Two: Primal Leadership: The Hidden Power of Emotional Intelligence

The Primal Dimension

The Open Loop

Contagion and Leadership

How Moods Impact Results

Emotional Hijacking

Good Moods, Good Work

Quantifying the “Feel” of a Company

Notes

Chapter Three: The Five Practices of Exemplary Leadership

Leadership Is a Relationship

The Ten Commitments of Leadership

Notes

Chapter Four: Reframing Leadership

Reframing Leadership

Summary

References

Chapter Five: When Leadership Is an Organizational Trait

Using Leadership Data as an Objective Focus for Change

Building Organizational Coherence and Agility

A Distinction with Consequences

The Role of Enabling Systems

Different in Countless Ways

High LQ: the Moral Equivalent of Individual Leadership

Lessons for the Next Generation of Leaders

Part Two: Becoming a Leader, Preparing for the Opportunities

Editor’s Interlude

Chapter Six: The Seven Ages of the Leader

The Infant Executive

The Schoolboy, with Shining Face

The Lover, with a Woeful Ballad

The Bearded Soldier

The General, Full of Wise Saws

The Statesman, with Spectacles on Nose

The Sage, Second Childishness

Chapter Seven: The Traces of Talent

Chapter Eight: Leadership Is Authenticity, Not Style

The Authentic Leader

Being Your Own Person

Developing Your Unique Leadership Style

Being Aware of Your Weaknesses

The Temptations of Leadership

Dimensions of Authentic Leaders

Chapter Nine: Thinking Gray and Free

Chapter Ten: Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia

Leadership Journeys

Psycho-Spiritual Dimensions of Leadership Development

Reflections on the Journeys

Lessons on Leadership Journeys

Cultivating a Leadership Philosophy

References

Chapter Eleven: Moments of Greatness: Entering the Fundamental State of Leadership

Defining the Fundamental State

Preparing for the Fundamental State

Asking Four Transformative Questions

Applying the Fundamental Principles

Inspiring Others to High Performance

Part Three: Understanding the Territory, Anticipating the Challenges

Editor’s Interlude

Chapter Twelve: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation

Sense Making and Everyday Theory Building

Sorting Complexity: Leveraging the Pluralism in Organizational Theory

A Four-Dimensional Diagnostic Model: Issues, Choice Points, and Areas of Focus

Central Frame Tensions

Reframing: Using and Teaching Reflection and Cognitive Elasticity

Being a Generalist and a Specialist

References

Chapter Thirteen: Leadership and the Power of Position: Understanding Structural Dynamics in Everyday Organizational Life

On Automatic Pilot: Seeing Systems as They Are

The Vision: Robust Human Systems

Moving from Reflexive to Robust

Notes

Chapter Fourteen: The Boundaryless Organization: Rising to the Challenges of Global Leadership

Boundaryless Behavior: The Art of the Fluid

A Changing Paradigm for Organizational Success

Out with the Old—In with the New

The Giant and the Upstart

Four Boundaries

Permeability in Action

Get Ready for Resistance

Making It Happen

Notes

Chapter Fifteen: Knowledge Management Involves Neither Knowledge nor Management

Why Knowledge Management Doesn’t Work

How Knowledge Management Can Work

Notes

Chapter Sixteen: The Sustainability Sweet Spot: Where Profit Meets the Common Good

A Map to the Sweet Spot

“Prove It!”

Three Ways Sustainability Enhances Your Business

Additional Business Benefits of Sustainability

Hard Cases

Final Thoughts

Notes

Chapter Seventeen: Leading Geeks: Technology and Leadership

Understanding Geeks

Why Geek Leadership Is Different

What Is Geek Leadership?

Summary: Key Ideas

Chapter Eighteen: Leading in Black and White: Working Effectively Across the Racial Divide

The Assumption of Similarity

The Effect of Miasma

Adding It All Up

What Colleagues Need to Know

Self-Development

Education

Behavior

Chapter Nineteen: Managing Middlescence

The Problems

Six Strategies for Revitalizing Careers

Rekindle Now

Part Four: Making It Happen

Editor’s Interlude

Chapter Twenty: The First Ninety Days of Leadership

Fundamental Propositions

Success Strategies for New Leaders

Notes

Chapter Twenty-One: What Is Our Mission?

It Should Fit on a T-Shirt

Why Does the Organization Exist?

Make Principled Decisions

Chapter Twenty-Two: The Power and Creativity of a Transforming Vision

The Transforming Vision

Notes

Chapter Twenty-Three: Finding the Right Vision

Properties of a Good Vision

What Vision Is Not

Where Vision Comes From

Getting Started

References

Chapter Twenty-Four: Developing Strategy: The Serious Business of Play

Linking Play, Leadership Development, and Strategizing

Comparing Serious Playing and Traditional Strategizing

Benefits of Playing with Serious Intent

How to Play Seriously and the Role of Leadership in Play

References

Chapter Twenty-Five: The Leader as Politician: Navigating the Political Terrain

Agenda Setting

Mapping the Political Terrain

Networking and Building Coalitions

Bargaining and Negotiation

Morality and Politics

Summary

References

Chapter Twenty-Six: Want Collaboration? Accept—and Actively Manage—Conflict

Strategies for Managing Disagreements at the Point of Conflict

Strategies for Managing Conflict upon Escalation

Tapping the Learning Latent in Conflict

Chapter Twenty-Seven: Creating and Managing a Learning Culture: The Essence of Leadership

What Might a Learning Culture Look Like

The Evolving Role of a Learning Leader

Becoming a Learning Leader

References

Chapter Twenty-Eight: Leading Change: Why Transformation Efforts Fail

Error #1: Not Establishing a Great Enough Sense of Urgency

Error #2: Not Creating a Powerful Enough Guiding Coalition

Error #3: Lacking a Vision

Error #4: Undercommunicating the Vision by a Factor of Ten

Error #5: Not Removing Obstacles to the New Vision

Error #6: Not Systematically Planning For and Creating Short-Term Wins

Error #7: Declaring Victory Too Soon

Error #8: Not Anchoring Changes in the Corporation’s Culture

Chapter Twenty-Nine: Leading at the Enterprise Level

The Enterprise Leader’s Job

An Unnatural Act

Overcoming the Obstacles

Bridging the Strategy-Capabilities Gap

Chapter Thirty: The Leader as Toxin Handler: Organizational Hero and Casualty

What Toxin Handlers Do

Filling a Need

The Toll of Toxin Handling

Handling Toxin Handlers

Making Toxin Handlers Obsolete

In Good Company

Chapter Thirty-One: Bad Leadership—and Ways to Avoid It

Incompetent

Rigid

Intemperate

Callous

Corrupt

Insular

Evil

The Heart of Darkness: Seeing It, Avoiding It

Leaders: Self-Help

Followers: Working with Others

Notes

Chapter Thirty-Two: Good or Not Bad: Standards and Ethics in Managing Change

Managing Change Requires Fixed Points

Ethics as an Insufficient Fixed Point

Virtuousness as a Supplemental Fixed Point

References

Part Five: Sustaining the Leader

Editor’s Interlude

Chapter Thirty-Three: A Survival Guide for Leaders

A Hostile Environment

The Dangers Within

Why Lead?

Chapter Thirty-Four: Preserving Integrity, Profitability, and Soul

Soul Searching

How Much Is Enough?

Finding Common Ground

Accounting for the Good

Closing Thoughts: From Success to Significance

Notes

Chapter Thirty-Five: Learning for Leadership: Failure as a Second Chance

Ways to Create a New Identity

Example of Adversity as a Spur to Learning

The Value of Failure

Chapter Thirty-Six: Nourishing the Soul of the Leader: Inner Growth Matters

Spiritually Inspired Leadership: The Good Company

In Closing: A Caveat About Tensions Between Religion and Spirituality

Notes

Chapter Thirty-Seven: Choose Hope: On Creating a Hopeful Future

Credits

End User License Agreement

List of Illustrations

Figure 17.1. The Context of Geek Leadership.

Figure 17.2. The Context of Geek Leadership.

Figure 17.3. The Context of Traditional Leadership.

List of Tables

Table 12.1. A Four-Frame Approach to Understanding Organizations.

Table 12.2. Frame-Related Issues and Areas of Focus.

Table 12.3. Frame-Related Central Tensions.

Table 24.1. Characteristics of Strategizing Approaches.

List of Exhibits

Exhibit 3.1. The Five Practices and the Ten Commitments of Leadership.

Exhibit 13.1. A Leader’s Guide for System Change.

Exhibit 19.1. Sources of Frustration.

Exhibit 19.2. Avoiding Midcareer Crisis.

Exhibit 35.1. Thirteen Common Passages.

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Guide

Cover

Table of Contents

Begin Reading

Business Leadership

A Jossey-Bass Reader

Second Edition

Joan V. Gallos

Editor

Foreword by Ronald A. Heifetz

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass

A Wiley Imprint

989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at www.wiley.com/go/permissions.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Credits are on page 595

Library of Congress Cataloging-in-Publication Data

Business leadership: a Jossey-Bass reader / Joan V. Gallos, editor.—2nd ed.

p. cm.— (The Jossey-Bass business & management series)

Includes bibliographical references and index.

ISBN 978-0-7879-8819-7 (pbk.)

1. Leadership. 2. Management. I. Gallos, Joan V.

HD57.7.B875 2008

658.4'092—dc22

2007019066

The Jossey-Bass

Business & Management Seriess

For Christopher John Gallos Bolman and Bradley Garrison Bolman—Reach high, my sons, for stars lie hidden in your souls

Foreword

The demands of change have always challenged collective enterprise. People have faced new pressures and opportunities from the beginning of time, and many of our current ways of doing business are practices that have evolved in response to the adaptive challenges of their day. With change a constant in today’s global business environment, adaptability remains critical for sustained success.

For nearly four million years our early ancestors lived in small bands that foraged for food. They developed ever increasing sophistication in the design of tools and strategies for hunting and movement; and their physical capacities grew through evolutionary change. About twelve thousand years ago people learned to domesticate plants and animals, and new abilities to store food allowed and required sustained settlements. Large numbers of people living together brought new needs for governing organizations and communities. These in turn were met by drawing on the small-group authority relationships that had worked so well before, now amended for greater complexity to fit the differing contexts of military command, civil governance, and commercial organizations.1 Drawing on what anthropologists have identified as a capacity to internalize the wisdom of elders, our ancestors went on to form cultures with self-sustaining norms that required minimal reinforcement by authorities.2

This process of adaptation to new possibilities and challenges has continued over the course of written history, with growth and variation in the scope, structure, governance, strategy, and coordination of political and commercial enterprises. So has the evolution of our understandings of leadership.

Leadership is the process of mobilizing progress—fostering people’s adaptive capacities to tackle tough problems and thrive. The concept of is drawn from evolutionary biology, in which a successful adaptation accomplishes three tasks. It preserves the accumulated wisdom of essential DNA; discards DNA that no longer serves current needs; and innovates to develop the organism’s capacities to flourish in new ways and in more challenging environments. Successful adaptations enable a living system to take the best from its history into the future. They are both conservative progressive.