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Accelerating leadership development [[electronic resource] ] : practical solutions for building your organizations potential / / Jocelyn Berard
| Accelerating leadership development [[electronic resource] ] : practical solutions for building your organizations potential / / Jocelyn Berard |
| Autore | Berard Jocelyn |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Ontario, : Jossey Bass, 2013 |
| Descrizione fisica | 1 online resource (322 p.) |
| Disciplina | 658.4/092 |
| Soggetto topico |
Leadership
Leadership - Evaluation Executive ability |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-118-46473-7
1-118-46472-9 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Accelerating Leadership Development: Practical Solutions for Building Your Organization's Potential; Contents; Acknowledgments; Introduction: The Business Performance Framework; Part 1: Leadership and Succession; Chapter 1: The Leadership Success Profile; THE CRITICAL COMPONENTS; Competencies (What I Can Do); Knowledge (What I Know); Experience (What I Have Done); Personality Traits/Motivation (Who I Am); THE BUCKET LIST; COMPETENCIES, EXPERIENCE AND KNOWLEDGE; Competencies; Experience; Knowledge; THE IMPORTANCE OF PERSONALITY; LAST THOUGHTS ON WHAT IT TAKES; WHAT THE EXPERTS SAY
Going beyond Core Personality Traits Competencies; Knowledge and Experience; Chapter 2: Identifying Leadership Potential; PREDICTORS OF SUCCESS FOR FUTURE LEADERS; 1. Cognitive Complexity and Capacity; 2. Drive and Achievement Orientation; 3. Learning Orientation; 4. Personal and Business Ethics; 5. Motivation to Lead; 6. Social and Emotional Complexity and Capacity; A MEETING OF MINDS; DO WE TELL THEM OR NOT?; WHAT THE EXPERTS SAY; Leadership Potential; Cognitive Complexity and Capacity; Drive and Achievement Orientation; Learning Orientation; Personal and Business Ethics; Motivation to Lead Social and Emotional Complexity and Capacity Chapter 3: Diagnosing Development Needs; 1. THE MULTI-RATER SURVEY; 2. KNOWLEDGE AND EXPERIENCE INVENTORY; 3. THE HOGAN PERSONALITY ASSESSMENT TOOLS; THE IMPORTANCE OF SELF-AWARENESS; WHAT YOU KNOW, WHAT OTHERS KNOW; WHAT THE EXPERTS SAY; Personality and Leadership; Self-Knowledge and Managerial Development; Chapter 4: Prescribing Development Solutions; THE IMPORTANCE OF SHOWING UP; DELIBERATE PRACTICE MAKES PERFECT; LEARN WHILE YOU WORK, WORK WHILE YOU LEARN; STAYING ON TRACK; INFORMAL LEARNING; Communities of Practice; Action Learning Informal Learning WHAT THE EXPERTS SAY; Prescribing Development Solutions; Individual Leader Development; Chapter 5: Ensuring and Reviewing Development; CREATE LEARNING TENSION; IMPLEMENTATION AND REVIEW; 1. Establish Accountability for the Execution of Development Plans; 2. Develop and Implement Follow-Up Processes; 3. Define and Implement the Communication Plan; 4. Develop a Leadership Dashboard and Succession Activities Using Lead and Lag Measures; 5. Plan and Execute Reviews of High Potentials' Development and Incorporate Lessons Learned; WHAT THE EXPERTS SAY Identification and Development of High Potentials Part 2: Leadership in Action; Chapter 6: Leaders as Coaches; COACHING AND ACCOUNTABILITY; EXECUTIVE, MANAGEMENT AND BUSINESS COACHING; COACHING IN ACTION; THE COACHING PROCESS; 1. Initiate; 2. Clarify; 3. Explore; 4. Act; ESTABLISH NEXT STEPS; ESTABLISH ACCOUNTABILITIES; WHAT THE EXPERTS SAY; Leader Development; On Coaching; Key Practice 1: Effective managerial coaches will clarify the results/performance outcomes that are truly needed or desired from junior managers Key Practice 2: Effective managerial coaches provide honest, ongoing, balanced performance feedback to junior managers |
| Record Nr. | UNINA-9910452681203321 |
Berard Jocelyn
|
||
| Ontario, : Jossey Bass, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Accelerating leadership development : practical solutions for building your organizations potential / / Jocelyn Berard
| Accelerating leadership development : practical solutions for building your organizations potential / / Jocelyn Berard |
| Autore | Berard Jocelyn |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Ontario, : Jossey Bass, 2013 |
| Descrizione fisica | 1 online resource (322 pages) |
| Disciplina | 658.4/092 |
| Soggetto topico |
Leadership
Leadership - Evaluation Executive ability |
| ISBN |
1-118-46473-7
1-118-46472-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Accelerating Leadership Development: Practical Solutions for Building Your Organization's Potential; Contents; Acknowledgments; Introduction: The Business Performance Framework; Part 1: Leadership and Succession; Chapter 1: The Leadership Success Profile; THE CRITICAL COMPONENTS; Competencies (What I Can Do); Knowledge (What I Know); Experience (What I Have Done); Personality Traits/Motivation (Who I Am); THE BUCKET LIST; COMPETENCIES, EXPERIENCE AND KNOWLEDGE; Competencies; Experience; Knowledge; THE IMPORTANCE OF PERSONALITY; LAST THOUGHTS ON WHAT IT TAKES; WHAT THE EXPERTS SAY
Going beyond Core Personality Traits Competencies; Knowledge and Experience; Chapter 2: Identifying Leadership Potential; PREDICTORS OF SUCCESS FOR FUTURE LEADERS; 1. Cognitive Complexity and Capacity; 2. Drive and Achievement Orientation; 3. Learning Orientation; 4. Personal and Business Ethics; 5. Motivation to Lead; 6. Social and Emotional Complexity and Capacity; A MEETING OF MINDS; DO WE TELL THEM OR NOT?; WHAT THE EXPERTS SAY; Leadership Potential; Cognitive Complexity and Capacity; Drive and Achievement Orientation; Learning Orientation; Personal and Business Ethics; Motivation to Lead Social and Emotional Complexity and Capacity Chapter 3: Diagnosing Development Needs; 1. THE MULTI-RATER SURVEY; 2. KNOWLEDGE AND EXPERIENCE INVENTORY; 3. THE HOGAN PERSONALITY ASSESSMENT TOOLS; THE IMPORTANCE OF SELF-AWARENESS; WHAT YOU KNOW, WHAT OTHERS KNOW; WHAT THE EXPERTS SAY; Personality and Leadership; Self-Knowledge and Managerial Development; Chapter 4: Prescribing Development Solutions; THE IMPORTANCE OF SHOWING UP; DELIBERATE PRACTICE MAKES PERFECT; LEARN WHILE YOU WORK, WORK WHILE YOU LEARN; STAYING ON TRACK; INFORMAL LEARNING; Communities of Practice; Action Learning Informal Learning WHAT THE EXPERTS SAY; Prescribing Development Solutions; Individual Leader Development; Chapter 5: Ensuring and Reviewing Development; CREATE LEARNING TENSION; IMPLEMENTATION AND REVIEW; 1. Establish Accountability for the Execution of Development Plans; 2. Develop and Implement Follow-Up Processes; 3. Define and Implement the Communication Plan; 4. Develop a Leadership Dashboard and Succession Activities Using Lead and Lag Measures; 5. Plan and Execute Reviews of High Potentials' Development and Incorporate Lessons Learned; WHAT THE EXPERTS SAY Identification and Development of High Potentials Part 2: Leadership in Action; Chapter 6: Leaders as Coaches; COACHING AND ACCOUNTABILITY; EXECUTIVE, MANAGEMENT AND BUSINESS COACHING; COACHING IN ACTION; THE COACHING PROCESS; 1. Initiate; 2. Clarify; 3. Explore; 4. Act; ESTABLISH NEXT STEPS; ESTABLISH ACCOUNTABILITIES; WHAT THE EXPERTS SAY; Leader Development; On Coaching; Key Practice 1: Effective managerial coaches will clarify the results/performance outcomes that are truly needed or desired from junior managers Key Practice 2: Effective managerial coaches provide honest, ongoing, balanced performance feedback to junior managers |
| Record Nr. | UNINA-9910654404703321 |
|
Berard Jocelyn
|
||
| Ontario, : Jossey Bass, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||