LEADER 06160nam 2200685 450 001 9910818397403321 005 20240104152506.0 010 $a1-118-82941-7 010 $a1-118-76787-X 010 $a1-118-76796-9 035 $a(CKB)3710000000093481 035 $a(EBL)1651186 035 $a(SSID)ssj0001133139 035 $a(PQKBManifestationID)11716353 035 $a(PQKBTitleCode)TC0001133139 035 $a(PQKBWorkID)11156040 035 $a(PQKB)11248807 035 $a(OCoLC)878141341 035 $a(MiAaPQ)EBC1651186 035 $a(DLC) 2014005533 035 $a(Au-PeEL)EBL1651186 035 $a(CaPaEBR)ebr10849287 035 $a(CaONFJC)MIL584504 035 $a(OCoLC)870248779 035 $a(EXLCZ)993710000000093481 100 $a20140327h20142014 uy 0 101 0 $aeng 135 $aurunu||||| 181 $ctxt 182 $cc 183 $acr 200 10$aUsing experience to develop leadership talent $ehow organizations leverage on-the-job development 205 $aFirst edition. 210 1$aSan Francisco, California :$cJossey-Bass,$d2014. 210 4$dİ2014 215 $a1 online resource (509 p.) 225 1 $aProfessional Practice Series 300 $aIncludes index. 311 $a1-118-76783-7 320 $aIncludes bibliographical references at the end of each chapters and indexes. 327 $aMachine generated contents note: List of Figures, Tables, and Exhibits Foreword: Series Editor (Allen I. Kraut) Foreword: A Senior HR Executive Perspective (Moheet Nagrath) Foreword: A Senior Line Executive Perspective (Inge G. Thulin) Acknowledgements The Editors The Contributors Section I: Introduction Chapter 1: Experience-Driven Leadership Development: Surveying the Terrain (Morgan W. McCall, Jr. and Cynthia D. McCauley) Section II: Putting Experience at the Center of Talent Development Systems Chapter 2: Building Leadership Breadth at Eaton Corporation (Connie Wayne) Chapter 3: Developing a Pipeline of Internal Leadership Talent at 3M (Karen B. Paul, Cindy Johnson and Kathie Karls) Chapter 4: Developing Leaders at All Levels at Yum! Brands (J. Tim Galbraith and Jim Howard) Chapter 5: Experience-Based Development: Building a Foundation at Kelly Services (Brad Borland, Terry Hauer and Laura Ann Preston-Dayne) Chapter 6: Leading from Where You Are: Driving On-the-Job Development into the Whole Organization (Paul R. Yost) Section III: Designing Job Experiences for Leader Development Chapter 7: A Project-Based Approach to Developing High-Potential Talent in the Tata Group (Satish Pradhan, Radhakrishnan Nair and Asma Bagash) Chapter 8: Collaborative Leadership in the Intelligence Community: Joint Duty Program (Elizabeth B. Kolmstetter) Chapter 9: Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline (Kim Lafferty and Steve Chapman) Chapter 10: Developing IBM Leaders through Socially Responsible Service Projects (Vicki Flaherty and Mathian Osicki) Chapter 11: Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech (Nisha Advani) Chapter 12: An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching (P.V. Bhide, Meena Surie Wilson, Rajeev Kakkar and Dilep Misra) Chapter 13: Virtual Reality and Leadership Development (Randall W. Hill, Jr.) Section IV: Maximizing Learning from Experience Chapter 14: Formal Development Enhances Learning from Experience at Microsoft (Lori Homer) Chapter 15: Experience-Based First-Line Manager Development at HEINEKEN (Mary Mannion Plunkett and Dagmar Daubner) Chapter 16: Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders (Jeffrey J. McHenry and D. Douglas McKenna) Chapter 17: Catalytic Converters: How Exceptional Bosses Develop Leaders (Morgan W. McCall, Jr. and Jeffrey J. McHenry) Section V: Conclusion Chapter 18: Putting Experience at the Heart of Leader Development: Concluding Thoughts (Cynthia D. McCauley and Morgan W. McCall, Jr.) Index . 330 $a"How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process Written by senior practitioners who have implemented initiatives they write about Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs Includes online resources that allow employees to search for development opportunities Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning"--$cProvided by publisher. 410 0$aProfessional practice series. 606 $aEmployees$xTraining of 606 $aCareer development 606 $aLeadership 615 0$aEmployees$xTraining of. 615 0$aCareer development. 615 0$aLeadership. 676 $a658.4/092 686 $aBUS030000$2bisacsh 700 $aMcCauley$b Cynthia D$g(Cynthia Denise),$f1958-$0856185 701 $aMcCall$b Morgan W$01242244 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910818397403321 996 $aUsing experience to develop leadership talent$92881569 997 $aUNINA