LEADER 05438nam 2200697Ia 450 001 9910820542103321 005 20230120040530.0 010 $a1-315-57267-2 010 $a1-317-16432-6 010 $a1-4094-7354-6 010 $a1-317-16431-8 010 $a1-283-80505-7 010 $a1-4094-3461-3 035 $a(CKB)2670000000278524 035 $a(EBL)1068891 035 $a(OCoLC)818846534 035 $a(SSID)ssj0000755305 035 $a(PQKBManifestationID)11468640 035 $a(PQKBTitleCode)TC0000755305 035 $a(PQKBWorkID)10730286 035 $a(PQKB)11626384 035 $a(Au-PeEL)EBL1068891 035 $a(CaPaEBR)ebr10623003 035 $a(CaONFJC)MIL924999 035 $a(Au-PeEL)EBL5294017 035 $a(CaONFJC)MIL411755 035 $a(MiAaPQ)EBC1068891 035 $a(MiAaPQ)EBC5294017 035 $a(EXLCZ)992670000000278524 100 $a20120713d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCollaborative wisdom$b[electronic resource] $efrom pervasive logic to effective operational leadership /$fby Greg Park 210 $aBurlington, Vt. $cGower Pub.$d2013 215 $a1 online resource (299 p.) 300 $aDescription based upon print version of record. 311 $a1-4094-3460-5 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; List of Figures; List of Tables; Acknowledgements; Preface; Introduction; PART 1 WHO NEEDS WISDOM?; 1 Wisdom and Leadership; The Leadership of Chaos and Pragmatism; Nurturing the Attributes and Capabilities of Wisdom - The Role of Business Schools; 2 Understanding Practical Wisdom; What Happened to the Phronimos?; Wisdom Through Adversity; Wisdom in the Modern Business Organisation; Wisdom: A Balance of Attributes and Capabilities; The Development of Wise Leadership within the Organisation; Collaborative Wisdom and the Collective Vision; Exercises 327 $aPART 2 WISDOM AND LEADERSHIP PRACTICE3 Operational Leadership: The Development of Credibility and Trust; Leadership in a "Global" Cultural Context; Requisite Experience; Open-Minded and Pragmatic Leadership; Wise Decisions Require Light and Fast Feet; Practical Wisdom: The Logic of People Centricity; Effective Management of Acculturation Through Clarity and Consistency; Rely on Expert Intuition in the Face of Doubt and Uncertainty; Exercises; 4 Practically Wise Operational Leadership: Fundamental Principles and Perspectives; Dangerous, Confusing and Operationally Unnecessary? 327 $aPractical Wisdom and the Application of Universal ValuesThe Importance of the Consistent Application of a Single Dominant Logic; Practical Wisdom: The Development and Maintenance of an Inculcated Leadership Cadre; Individual Self-Sacrifice for the Benefit of the Organisational Community; Exercises; 5 Operational Leadership Imperatives; Raise Your Gaze from the Desk; How Not to Manage a Change in an Organisation's Dominant Logic; Operational Leadership Imperative One: Recognise You Are Running a Marathon; Operational Leadership Imperative Two: A Holistic Leadership Approach 327 $aOperational Leadership Imperative Three: Re-Prioritise ProfitabilityOperational Leadership Imperative Four: Soft-Hearted Pragmatism - The Development of the Organisational Community; Exercises; PART 3 PRACTICAL AND COLLABORATIVE WISDOM WITHIN A GLOBAL LEADERSHIP CONTEXT; 6 Global Leadership Perspectives and Capabilities; Blackburn Needs Global Leaders! - Consistently Apply the Global Leadership Mindset; What Happened to the Hittites? - Have a Sense of Global and Historical Perspective; Who was Magellan? - Eagerly Go Where You Have Never Gone Before 327 $aThat Bill Gates is Just a Geek - Leaders Must See Entrepreneurial Opportunities in Innovative IdeasIs The Earth Really Spherical? - Sensitivity to Alternative Views; Was Alexander So Great? - Common Vision and Long-Term Perspective; Sell Soap: How Difficult Can It Be? - Global Efficiency and Local Responsiveness; The Application of Collaborative Perspectives and Attributes: The Dumb versus the Smart Operational Leader; Exercises; 7 Resolving the "Onion Skin" Issue; I'm Leading - How Did That Happen?; I'm Confused - Where Do I Start?; Let's Play Find the Leader 327 $aSounds Reasonable: But How Does it Work in the Context of My Present Role? 330 $aGreg Park argues that corporate superstars collapse not primarily due to poor products, inadequate market penetration, financial mismanagement or self-aggrandisement, but rather by a leadership lacking the fundamental values, principles, perspectives, attributes and capabilities for long term organisational survival. 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