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| Preface | |
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| Acknowledgments | |
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| Toward the Future of Organization | |
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| Organizational Winning Strategy by Leveraging Talent | |
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| Talents versus Knowledge Workers | |
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| Talent Management System | |
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| Challenging the Environment | |
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| 21C Leader | |
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| Global Leadership from A to Z | |
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| The Competencies of the Global Leader | |
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| The Development of the Global Leader | |
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| New Global Organizations | |
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| Soft Processes, Hard Results | |
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| Developing Global Leaders | |
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| What Is Global Mindset? Mapping Global Mindsets | |
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| Developing Global Mindset through HR Strategies | |
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| Implementing Global Mindset | |
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| World-Class Leadership for World-Class Teams | |
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| Views of Leadership | |
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| Born-to-Lead School | |
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| Self-Development School | |
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| Discretionary Leadership | |
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| Diversity | |
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| World-Class Leadership Means World-Class Teams | |
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| Promoting a Shared Philosophy | |
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| Conclusion | |
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| Situational Factors in Leadership | |
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| A Definition of Leadership | |
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| The Heroic Model of Leadership | |
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| The Situational Approach to Leadership | |
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| Contingency Models of Leadership | |
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| Illustrating the Three Models | |
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| A Contingency Model of the Leadership Style | |
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| A Taxonomy of Leadership Styles | |
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| Toward a Normative Model | |
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| Toward a Descriptive Model of Leadership Style | |
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| Conclusion | |
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| 21C Process | |
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| From Reengineering to X-Engineering | |
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| Inefficiencies and Opportunities Are Exposed | |
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| Owens and Minor, The Quiet Giant | |
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| X-Engineering Principles | |
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| Getting Hierarchy to Work | |
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| One-Sided Accountability | |
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| Why Doesn't the System Change? Human Nature and the Political Processes that Evolve | |
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| What Does Two-Sided Accountability Entail? What Will It Take to Get Two-Sided Accountability? | |
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| Total Rewards Management | |
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| Moving from Compensation to Total Rewards | |
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| Focusing on Execution as Well as Strategy | |
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| Integrating Reward Systems with Organizational Learning Systems | |
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| Revisiting the Concept of Equity | |
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| Public Sector Rewards Design | |
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| Extending Innovative Reward Systems to New Business Environments | |
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| Summary and Implications | |
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| Putting Shareholder Value in the Right Perspective | |
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| The Value Creation System: Stakeholder Purposes, Contributions, and Derived Benefits | |
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| Consider Shareholder Value as the Result, not the Main Purpose, of Enterprise Value Creation | |
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| Inherent Business Differences and Their Impact on Balance | |
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| Leadership's Role in Promoting Balance and Thereby Improving Value Creation | |
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| Corporate Citizenship Is Not the Answer | |
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| What Can Leaders Do? Conclusions | |
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| The Death and Rebirth of Organizational Development | |
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| The Historical Phases of OD | |
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| Jack Welch Fathers the Rebirth of OD | |
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| The Royal Dutch/Shell Story | |
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| Learning From the Royal/Dutch Shell Experience | |
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| Implications and Conclusions | |
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| 21C People | |
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| The Boardroom of the Future | |
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| Shifting Leadership in the Boardroom: Truly Powerful Boards | |
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| Accountability for Performance: Formally Evaluating the Board and Its Directors | |
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| Critical Knowledge for the Board: Strategy and Globalization | |
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| Harnessing the Power of Information Technology: Information-Age Boardrooms | |
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| Broadening the Board's Mandate: From Shareholders to Stakeholders | |
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| Concluding Thoughts | |
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| Power and Influence | |
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| Jack Welch: Master of Power | |
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| Situational and Personal Bases of Power | |
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| What Will Not Change About Power and Influence | |
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| How Power and Influence Are Likely to Change | |
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| The Core Dilemmas | |
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| Power Use that Counters these Dilemmas | |
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| Conclusions | |
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| FramingIt's Either Us or Them | |
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| The Bottom Line | |
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| Us in the Future | |
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| Affirming Employees: Moving to Us from Them | |
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| Developing Emotional Intelligence | |
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| Can a Person Grow and Develop their Talent? Self-Directed Learning | |
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| Concluding Thoughts | |
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| What Stays the Same | |
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| The ChallengeManaging the Human Animal in t | |