CCL fellows McGuire and Rhodes replace the common and popular myth that change in organizational culture is beyond the reach of mere mortals. They offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin.The book provides guidance and resources that helps leaders decide: (1) what change is feasible; (2) how to set practical incremental targets of change and development; and (3) what are the tools for navigating the turbulent waters of the change process.
CCL fellows McGuire and Rhodes replace the common and popular myth that change in organizational culture is beyond the reach of mere mortals. They offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin.The book provides guidance and resources that helps leaders decide: (1) what change is feasible; (2) how to set practical incremental targets of change and development; and (3) what are the tools for navigating the turbulent waters of the change process.
John B. McGuire is a senior faculty member at the Colorado Springs campus of the Center for Creative Leadership, where?he focuses on organization-wide change through leadership. Gary B. Rhodes is a CCL adjunct and retired senior fellow. He is an executive consultant for Leading Edge Solutions, Inc., in San Diego, California. About the Center for Creative LeadershipRanked among the world's top providers of executive education by BusinessWeek and the Financial Times, the Center for Creative Leadership (CCL(r)) develops better leaders through its exclusive focus on leadership education and research, and is headquartered in Greensboro, North Carolina, with campuses in Colorado Springs, Colorado; San Diego, California; Brussels, Belgium; and Singapore.
Inhaltsangabe
Acknowledgments. The Authors. Introduction. PART ONE: YOU, YOUR TEAM, AND TRANSFORMATION. 1. Transformation: Can It Be Done? 2. Organizational Culture: Beliefs That Drive Behavior. 3. Bigger Minds: Developing from the Inside Out. 4. Engagement and Leader Logics. 5. Personal Readiness and Leading Transformation. 6. Headroom: Standing Up for Change. 7. Engaging Your Senior Team. PART TWO: LEADERSHIP CULTURE AND ORGANIZATIONAL TRANSFORMATION. 8. The Culture Development Cycle. 9. Reaching into the Culture. 10. Strategies, Culture, and Readiness: The Pattern in Six Case Studies. 11. Feasibility Maps and Changeability. Appendix A: A Very Brief History of Developmental Theory and Leadership Research. Appendix B: Roots of the Headroom Concept and Related Methods and Tools. Appendix C: Helpful Sources of Studies on Intelligence and Brain Research. Glossary. References. Index.
Acknowledgments. The Authors. Introduction. PART ONE: YOU, YOUR TEAM, AND TRANSFORMATION. 1. Transformation: Can It Be Done? 2. Organizational Culture: Beliefs That Drive Behavior. 3. Bigger Minds: Developing from the Inside Out. 4. Engagement and Leader Logics. 5. Personal Readiness and Leading Transformation. 6. Headroom: Standing Up for Change. 7. Engaging Your Senior Team. PART TWO: LEADERSHIP CULTURE AND ORGANIZATIONAL TRANSFORMATION. 8. The Culture Development Cycle. 9. Reaching into the Culture. 10. Strategies, Culture, and Readiness: The Pattern in Six Case Studies. 11. Feasibility Maps and Changeability. Appendix A: A Very Brief History of Developmental Theory and Leadership Research. Appendix B: Roots of the Headroom Concept and Related Methods and Tools. Appendix C: Helpful Sources of Studies on Intelligence and Brain Research. Glossary. References. Index.
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