There is a strong link between organisational culture and profit after all a happy workforce is a productive workforce. Yet a culture of inertia rather than innovation prevails in many organisations. Wise leaders, however, know how to work with the grain of human value and worth, harnessing it, so as to add shared value both for the organisation and for the good of society. So, how can astute leaders set the right conditions for creativity and cultivate non-economic goods, such as time and relationships, that make for a happy, effective workforce?
There is a strong link between organisational culture and profit after all a happy workforce is a productive workforce. Yet a culture of inertia rather than innovation prevails in many organisations. Wise leaders, however, know how to work with the grain of human value and worth, harnessing it, so as to add shared value both for the organisation and for the good of society. So, how can astute leaders set the right conditions for creativity and cultivate non-economic goods, such as time and relationships, that make for a happy, effective workforce?Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Christopher Steed FRSA - writer, management consultant, counsellor, educator, research fellow at Southampton University. Chris contributes papers to conferences across multi-disciplinary boundaries on subjects he has taught. He holds an MSc in social theory and international relations, a PhD in theology and a doctorate in social sciences. A member of the British Association for Counselling and Psychotherapy, Chris has a private practice in Totton, Southampton, where he works for the Church of England developing a community hub for social innovation, support services and active listening. Chris asks what the leadership and organisations of the future will look like in a digital era. What kind of 'wise leadership', as contrasted with 'smart' (technocratic) leadership, will be needed as business learns to function in a different way.
Inhaltsangabe
Chapter One: Smart leadership: leading from the emerging future Chapter Two: Re-conceiving strategy Chapter Three: Eating strategy for breakfast Chapter Four: The Fourth Industrial Revolution and the human dimension Chapter Five: A crucial equation: the creation and conversion of shared value Chapter Six: Three ingredients of a valuing environment - a construct Chapter Seven: Applying the construct: how smart leaders can lift the LID on your organisation Chapter Eight: Communities with a purpose: significance with belonging Chapter Nine: Environments of value, systems and the organisations of the future Chapter Ten: The future leadership garden Chapter Eleven: Listen to the music (and help change the song): wise leaders and transformative change Chapter Twelve: Leadership with spirit: wisdom and the black box of power Postscript Motivation and human value theory: Maslow revisited Index
Chapter One: Smart leadership: leading from the emerging future Chapter Two: Re-conceiving strategy Chapter Three: Eating strategy for breakfast Chapter Four: The Fourth Industrial Revolution and the human dimension Chapter Five: A crucial equation: the creation and conversion of shared value Chapter Six: Three ingredients of a valuing environment - a construct Chapter Seven: Applying the construct: how smart leaders can lift the LID on your organisation Chapter Eight: Communities with a purpose: significance with belonging Chapter Nine: Environments of value, systems and the organisations of the future Chapter Ten: The future leadership garden Chapter Eleven: Listen to the music (and help change the song): wise leaders and transformative change Chapter Twelve: Leadership with spirit: wisdom and the black box of power Postscript Motivation and human value theory: Maslow revisited Index
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