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E-raamat: Responsible Leader: Developing a Culture of Responsibility in an Uncertain World

  • Formaat: 216 pages
  • Ilmumisaeg: 03-Feb-2015
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749471828
  • Formaat - EPUB+DRM
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  • Formaat: 216 pages
  • Ilmumisaeg: 03-Feb-2015
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749471828

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"Responsibility as a leader is the ability to respond quickly to a complex and changing business environment. It requires leaders to use their values to make business decisions that not only affect brand trust and corporate reputation, but also impact employees, clients, and the wider community. Leadership development expert Tim Richardson explores the role of responsible leadership in an organization and offers a framework for how to incorporate it into company culture. He identifies what it means to be an authentic leader, taking into account intra-organizational relationships, role modelling and ethical practice. Richardson challenges common-held beliefs established from traditional management methods, and he provides the practical steps needed to achieve organizational change. Drawing on in-depth case studies and examples from companies such as Starbucks, HSBC, PwC, and BodyShop, The Responsible Leader presents a fresh vision for leadership success and a hopeful narrative for the future"--

"Responsibility as a leader is the ability to respond quickly to a complex and changing business environment. It means using values to make decisions that not only affect brand trust and corporate reputation, but impact upon employees and the wider community. In today's increasingly interconnected world, it is more important than ever that managers can achieve goals and desired results while still maintaining a degree of authenticity, ethics and stewardship. The Responsible Leader identifies what it means to be an authentic leader, taking in intra-organizational relationships, role modelling and ethical practice. Addressing the practical challenge of implementing a framework of corporate social responsibility in an organization that may embrace thousandsof people, The Responsible Leader sets out what this strategy looks like in practice and advises on creating a new and hopeful narrative for the future. Drawing on in-depth case studies from HSBC, PwC, Oasis and Marks and Spencers that chart the journey to responsible and sustainable management in challenging environments, it presents a fresh vision for leadership success that goes beyond simple compliance"--

Responsible leadership involves making business decisions that not only affect brand trust and corporate reputation, but also impact all stakeholders, including employees, clients and the environment.

This book explores the role of responsible leadership in an organization and offers a framework for how to incorporate it into company culture. It challenges common-held beliefs established from traditional management methods and provides the practical steps needed to achieve organizational change.

The Responsible Leader presents a fresh vision for leadership and business success and includes in-depth case studies and examples from companies such as Starbucks, BP, HSBC, PwC, and BodyShop.

Arvustused

"At this time of rapid change, every institution and organization, including the church, is reviewing its understanding of leadership. Tim Richardson has assembled some very helpful models of a style of leadership which unites professional competence with the human characteristics which make all the difference between deadening and fruitful leadership." * Richard Chartres, Bishop of London * "A well-written overview of how we got where we are in our leadership understanding and the forces that are shaping our leadership context today." * Michael McKinney, LeadershipNow * "Especially recommended and appropriate for readers aspiring to becoming a leader in the corporate world or in government. The Responsible Leader will prove to be a significant and important addition to personal, professional, community, and academic library collections." * Midwest Book Review, Reviewer's Bookwatch, Logan's Bookshelf * "Timely, practical and stimulating." * Ian Powell, Chairman and Senior Partner, PwC UK *

Muu info

Outlines a systemic approach to responsible leadership Provides leaders with the necessary guidance to implement a framework of responsibility in an organization that may embrace thousands of people Encourages leaders to re-focus in order to move forward more confidently and take their stakeholders with them Creates a narrative for the future of business that will allow C-suite executives to distinguish and differentiate themselves Leverages case studies to provide guidance on how to engage better with internal staff, and outlines potential mistakes and pitfalls
List of figures ix
Foreword x
Introduction 1(22)
1 How did we end up here?
4(19)
Forming our mental models of leadership
5(2)
Leadership through the ages
7(3)
The role of charisma
8(1)
Situational leadership
9(1)
Further interpretations
9(1)
Changes in sources of power: a 21st-century revolution
10(10)
Information overload
10(2)
Multiple stakeholders demanding to be heard
12(1)
Distinct generations all alive at once
12(1)
Employees' voice and the change in the employment contract
13(1)
The globalization revolution
14(2)
Relationships and structures: when hierarchy prevents action
16(2)
Drowning under regulation
18(1)
A final point: to consume or steward?
19(1)
Summary
20(3)
Part One A fresh response: outlining the case for responsible leadership 23(82)
2 What distinguishes responsible leaders?
25(30)
Internal assuredness and attractiveness
28(6)
Clarity about identity
29(1)
Clarity about personal values
30(2)
Moral compass
32(2)
Adaptability and learning orientation
34(5)
Comfortable with ambiguity and not knowing
34(2)
Listening and learning
36(1)
Open, confident yet humble
37(2)
Thinking and operating relationally
39(5)
Moving from transactional to relational
39(2)
Moving from competition to co-creation
41(1)
Moving from self to other
42(2)
Purpose and focus
44(4)
Case study: Rev Steve Chalke MBE and Oasis
48(5)
Summary
53(2)
3 What it means to be a responsible leader in practice
55(28)
Case study: HSBC Mexico
56(2)
At the core
58(5)
Core identity
60(1)
Life vision, legacy and purpose
60(1)
Talent and capability
61(2)
The organizational dimension
63(10)
Brand promise
64(1)
Customer relationships
65(2)
People practices
67(3)
Product integrity
70(1)
Leadership and culture
71(2)
The wider global and local connection
73(8)
Discovering the model
73(2)
Planet
75(2)
Economy
77(1)
Community
78(3)
Summary
81(2)
4 Living with paradox as a responsible leader
83(22)
Listening to hear through the noise - cultivate serenity
84(4)
Brain fatigue
84(1)
The illusion of busyness
85(1)
Focus to create serenity
86(2)
Looking for and seeing beyond while dealing with the immediate
88(5)
Scan widely; challenge assumptions
89(1)
Ripples
90(3)
Redefining success
93(4)
Success in the future: the dilemma of agility
94(3)
Case study: M&S - towards becoming the world's most sustainable retailer
97(5)
Summary
102(3)
Part Two The organizational response 105(74)
5 Developing responsible leaders
107(27)
Case study: PwC
107(2)
Enhanced learning cycle
109(15)
Getting the balance between cognitive and emotional learning right
109(3)
Notice
112(1)
Think
113(1)
Explore
114(3)
Act
117(2)
Reflect
119(1)
Beyond the 'so what' test
120(3)
The habit of learning
123(1)
Creating impactful and lasting development opportunities
124(8)
Contracting
125(1)
Orientation
126(1)
Immersion
127(2)
Re-entry
129(1)
Ongoing dialogue and support
130(2)
Summary
132(2)
6 Evolving a culture of responsible leadership
134(27)
Responsibility from commitment not compliance: it starts with our view of the world
136(9)
Track 1: zero-sum game
136(4)
Track 2: mutual growth
140(5)
Impacting culture intentionally
145(14)
One decision and one conversation at a time
145(3)
Distributed leadership
148(2)
Working with the 'cool kids'
150(5)
The narrative is all-important
155(4)
Summary
159(2)
7 Potential pitfalls and myths
161(18)
Just saying the words does not equal progress or change
161(7)
Getting beneath the surface
162(1)
Avoiding over-communication
163(2)
Properly aligning reward, recognition and performance management to responsibility
165(3)
Restructuring alone will not yield results
168(3)
When growing - consider carefully the drive to add more roles and departments
169(1)
Restructuring to create the illusion of progress
169(2)
Don't just promote the usual suspects
171(2)
Measurement alone will not change behaviour
173(4)
Where measurement apparently conflicts with passion
175(2)
Summary
177(2)
Part Three A visionary narrative 179(16)
8 Our moments of truth
181(14)
A new way of being - stepping forward for the greater good
182(8)
How can we help ourselves cultivate this different way of being?
183(4)
The rise of social enterprise
187(1)
Learning from and becoming alchemists
188(2)
Organizations and places to look for responsible leadership at work
190(3)
Conclusion
193(2)
References 195(2)
Index 197
Tim Richardson is a thought leader and expert in socially responsible leadership. He is the former Head of Leadership Development and Talent Management at PricewaterhouseCoopers, where he created the firm's Emerging Leaders Programme and developed a global talent management strategy. Currently a Director at Waverley Learning Ltd and Director of It's Original Ltd, his portfolio boasts an array of corporate clients including HSBC, BBC, BOC, Zurich, Centrica, Lloyds TSB, Barclays and Uniliver amongst others. A regular speaker at conferences around the world on the subject of talent and leadership, he is also Chair of Lambourne End, an outdoor centre for disadvantaged young people in Essex, UK.