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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010175741 | HD57.7 L423 2008 | Open Access Book | Book | Searching... |
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Summary
Summary
Leader to Leader 2 brings together the best and most popular articles from the award-winning journal Leader to Leader by some of the best-selling authors and thought leaders of our day. With thirty-five new chapters not included in the previous volume, this book is designed as a resource for leaders at all levels. Each of the book's five parts opens with guidance and ideas on how to enact the concepts discussed, practical action steps, thought-provoking questions, and handy tools.
The Parts include: Understanding Leadership, Improving Your Personal Effectiveness, Developing People and Teams, Leading High-Performance Organizations, Leading Strategically in a World That Demands Innovation
Authors Include: David Allen, Ram Charan, Clayton Christensen, Stephen Covey, Marshall Goldsmith, Bill George, Andy Grove, Rosabeth Moss Kanter, Beverly Kaye, Jim Kouzes & Barry Posner, Patrick Lencioni, Peter Senge, Margaret Wheatley...and more!
Author Notes
THE EDITORS
FRANCES HESSELBEIN is the former founding president and current chairman of the Board of Governors of the Leader to Leader Institute and editor in chief of its journal Leader to Leader . She is a recipient of the Presidential Medal of Freedom, the United States' highest civilian honor, and has been awarded doctorates from twenty college universities.
ALAN SHRADER is managing editor of Leader to Leader . He has more than twenty-five years of experience in publishing as an editor, writer, and director of marketing.
Established in 1990 as the Peter F. Drucker Foundation for Nonprofit Management, the LEADER TO LEADER INSTITUTE furthers its mission--to strengthen the leadership of the social sector--by providing social sector leaders with essential leadership wisdom, inspiration, and resources to lead for innovation and to build vibrant social sector organizations
Table of Contents
| The Editors | p. ix |
| Introduction | p. xi |
| Part 1 Understanding Leadership | p. 1 |
| 1 Leadership Is an Enabling Art | p. 5 |
| 2 Building the Bridge as You Walk on It | p. 14 |
| 3 The Price and Prize of Leadership | p. 23 |
| 4 The Source of Leadership | p. 32 |
| Part 2 Improving Your Personal Effectiveness | p. 37 |
| Becoming a Leader | |
| 5 The Transformation from "I" to "We" | p. 45 |
| 6 Leadership T'ai Chi: A Beginner's Guide | p. 56 |
| 7 Challenge Is the Opportunity for Greatness | p. 63 |
| Managing Yourself | |
| 8 Maintaining Your Focus | p. 75 |
| 9 Stand Up for Your Values | p. 82 |
| 10 Adjusting Your Leadership Volume | p. 89 |
| 11 Mastering Peter Drucker's The Effective Executive | p. 98 |
| Communicating Effectively and Managing Conflict | |
| 12 The Influential Leader | p. 108 |
| 13 Ten Questions to Stellar Communication | p. 118 |
| 14 The Leader's Role in Managing Conflict | p. 129 |
| 15 Using Dialogue to Deal with Conflicts | p. 138 |
| Part 3 Developing People and Teams | p. 147 |
| Coaching and Mentoring | |
| 16 The Leader's Role in Growing New Leaders | p. 153 |
| 17 Helping People Achieve Their Goals | p. 160 |
| 18 Energizing Others | p. 168 |
| Strengthening Teamwork | |
| 19 The Trouble with Teamwork | p. 178 |
| 20 Leading Resonant Teams | p. 186 |
| 21 Communication Strategies for Leading Teams | p. 196 |
| 22 Making Diversity Pay Off | p. 204 |
| Part 4 Leading High-Performance Organizations | p. 209 |
| Planning and Execution | |
| 23 Doing Performance Planning Right | p. 216 |
| 24 Aligning Boards and Management on Strategy | p. 226 |
| 25 Making It Up and Making It Happen | p. 235 |
| Leading Change | |
| 26 Leading Transition: A New Model for Change | p. 246 |
| 27 The Enduring Skills of Change Leaders | p. 256 |
| Building a High-Performance Culture | |
| 28 The Key to Cultural Transformation | p. 267 |
| 29 Culture as Competitive Advantage | p. 271 |
| 30 The Culture Starts with You | p. 283 |
| Part 5 Leading Strategically in a World That Demands Innovation | p. 291 |
| The Strategic Challenge | |
| 31 The Challenge of Strategic Innovation | p. 296 |
| 32 Responding to Strategic Inflection Points | p. 307 |
| Leading for Innovation | |
| 33 Assessing Your Organization's Innovation Capabilities | p. 317 |
| 34 Innovation Means Relying on Everyone's Creativity | p. 333 |
| Part 6 Conclusion | p. 343 |
| 35 When the Roll Is Called Ten Years from Now | p. 345 |
| Index | p. 349 |
