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The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro
| The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro |
| Autore | Weiss David S (David Solomon), <1953-> |
| Pubbl/distr/stampa | Mississauga, ON, : John Wiley & Sons Canada, c2005 |
| Descrizione fisica | 1 online resource (356 p.) |
| Disciplina | 658.4/092 |
| Altri autori (Persone) | MolinaroVince <1962-> |
| Soggetto topico | Leadership |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-20324-3
9786613203243 0-470-15876-X |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview
UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? |
| Record Nr. | UNINA-9910454173203321 |
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, ON, : John Wiley & Sons Canada, c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro
| The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro |
| Autore | Weiss David S (David Solomon), <1953-> |
| Pubbl/distr/stampa | Mississauga, ON, : John Wiley & Sons Canada, c2005 |
| Descrizione fisica | 1 online resource (356 p.) |
| Disciplina | 658.4/092 |
| Altri autori (Persone) | MolinaroVince <1962-> |
| Soggetto topico | Leadership |
| ISBN |
1-283-20324-3
9786613203243 0-470-15876-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview
UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? |
| Record Nr. | UNINA-9910782474403321 |
|
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, ON, : John Wiley & Sons Canada, c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The leadership gap : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro
| The leadership gap : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro |
| Autore | Weiss David S (David Solomon), <1953-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Mississauga, ON, : John Wiley & Sons Canada, c2005 |
| Descrizione fisica | 1 online resource (356 p.) |
| Disciplina | 658.4/092 |
| Altri autori (Persone) | MolinaroVince <1962-> |
| Soggetto topico | Leadership |
| ISBN |
1-283-20324-3
9786613203243 0-470-15876-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview
UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? |
| Record Nr. | UNINA-9910824662403321 |
|
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, ON, : John Wiley & Sons Canada, c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||