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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 | |