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Record Nr. |
UNINA9910452712203321 |
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Autore |
Williamson R. Douglas |
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Titolo |
Straight talk on leadership [[electronic resource] ] : solving Canada's business crisis / / Douglas R. Williamson |
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Pubbl/distr/stampa |
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Hoboken, NJ, : Wiley, 2013 |
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ISBN |
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1-118-58301-9 |
1-118-58293-4 |
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Edizione |
[1st edition] |
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Descrizione fisica |
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1 online resource (354 p.) |
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Disciplina |
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Soggetti |
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Leadership - Canada |
Management - Canada |
Electronic books. |
Canada Commerce |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Straight Talk on Leadership: Solving Canada's Business Crisis; Contents; A Note to the Reader; Foreword; Introduction: Moving Backward at the Speed of Light; FACTS ARE FACTS; INTO THE STIFF WIND; LEADING FOR A BETTER FUTURE; THE IMPORTANCE OF PERSPECTIVE; Part I: Leveraging Our National Brand through Bold Leadership; Chapter 1: Crimes of Leadership Malfeasance; Chapter 2: Lessons from the Recent Past; Chapter 3: Hidden Costs of the Current Crisis; Chapter 4: Confronting Our Complacency; Chapter 5: Mastering Transformational Tension |
Chapter 6: The Canada Brand-An Inexhaustible Natural ResourceChapter 7: Leveraging the Maple Leaf; Chapter 8: The Canadian Mosaic, Version 2.0; Chapter 9: Spirits of Our Past; Part II: Meeting the Future Today; Chapter 10: Lead, Follow or Get Out of the Way; FOUR LEADERSHIP CHALLENGES, EIGHT LEADERSHIP COMPETENCIES; Chapter 11: Challenge #1: Sense Making and Sense Shaping; CONTEXTUAL INTELLIGENCE (CQ); STRATEGIC INTELLIGENCE (SQ); Chapter 12: Challenge #2: Clarity and Credibility; EMOTIONAL INTELLIGENCE (EQ); DECISION-MAKING INTELLIGENCE (DMQ) |
Chapter 13: Challenge #3: Understanding and PerspectiveINNOVATIVE |
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INTELLIGENCE (INQ); AMBIGUITY INTELLIGENCE (AQ); Chapter 14: Challenge #4: Creating Winning Conditions; TALENT INTELLIGENCE (TQ); COLLABORATIVE INTELLIGENCE (COQ); Chapter 15: Mistaken Beliefs and Naïveté; Chapter 16: Raising the Flag; Part III: Preparing for Transformational Leadership; Chapter 17: Rebuilding the Franchise; Chapter 18: Winning Is an Attitude; Chapter 19: Playing the Canadian Game; Chapter 20: Benefits of Healthy Paranoia; Chapter 21: Thinking about Tomorrow; Chapter 22: Clear Vision and Sensitive Radar |
Part IV: The Basis of a High-Performance CultureChapter 23: Teamwork vs. Team Performance; Chapter 24: Mistakes of Leadership; Chapter 25: Middle Management Malaise; Chapter 26: Coaching to the Bell Curve; Chapter 27: Culture of Grit and Determination; Chapter 28: Battling Stagnation; Chapter 29: The Team Is Not the Sum of Its Parts; Chapter 30: Facing Reality in the Mirror; Chapter 31: Stocking the Credibility Bank; Chapter 32: Discipline and Accountability; Chapter 33: Understanding Your Organizational DNA; The Passive-Aggressive Organization; The Fits and Starts Organization |
The Overmanaged OrganizationThe Outgrown Organization; Chapter 34: Modern Anthropology in the World of Business; Chapter 35: Superstars, Studs and Starlets; Chapter 36: Corporate Culture and Performance; Part V: Strategic Thinking vs. Strategic Planning; Chapter 37: Peripheral Vision as a Competitive Advantage; Chapter 38: Digging the Puck Out of the Corner; Chapter 39: The Importance of Total Candour; Chapter 40: Avoiding Conflict Is a Mistake; Chapter 41: Acting when Pivot Points Emerge; Chapter 42: Thinking in the Future Tense; Chapter 43: Opportunity Sensing |
Chapter 44: The Narrative of Intentional Choice |
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Sommario/riassunto |
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An urgent wake-up call-and radical action plan-for business leaders everywhereWhile it focuses primarily on Canadian business, this important book shares valuable insights of benefit to transformational business leaders everywhere. Without sugar coating his message, author R. Douglas Williamson, head of the prestigious consultancy, The Beacon Group, points to complacency, lack of leadership sophistication, and an inward focus as the chief reasons why Canadian companies are at risk of falling behind the rest of the world. Issuing an urgent call to action, Williamson helps |
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