The many facets of leadership

The Many Facets of Leadership......Page 2
Title Page......Page 4
Copyright 2003 by Pearson Education, Inc.......Page 5
Contents......Page 10
Foreword......Page 22
Introduction......Page 25
Acknowledgments......Page 30
P A R T  I Forging Ahead: The Quest for Knowledge......Page 34
CHAPTER 1  Intelligence on Intelligence and the Development of Intellectual Capital  Tony Buzan......Page 36
Intellectual Capital and Mental Literacy......Page 38
The Awakening of a Sleeping Giant......Page 40
CHAPTER 2   Organizational Renewal: Overcoming Mental Blind Spots Paul J. H. Schoemaker, Ph.D.......Page 50
Mental Blind Spots......Page 53
Overcoming Mental Blind Spots......Page 61
Conclusion......Page 62
Unblocking Innovation......Page 64
The Power of Bad Ideas......Page 66
A Quick Overview of the Process......Page 67
The Morals of the Story......Page 71
CHAPTER 4 The Negotiation Revolution William Ury......Page 76
Negotiation Is a Growth Industry......Page 77
Negotiation: A Core Competency......Page 82
Pain: The Father of Change......Page 84
What Blocks Possibility?......Page 86
Chaos: The Birth Passage for Creative Change......Page 87
CHAPTER 6  Fundamentalism and Panaceas Russell L. Ackoff......Page 92
Fundamentalism......Page 94
Panaceas......Page 98
P A R T II Facilitating Change: the Leader’s Role......Page 102
CHAPTER 7  Leadership in the Networked Economy Albert A. Vicere r 7......Page 104
The Changing Leadership Landscape......Page 105
The Next Wave......Page 106
The Leadership Challenge......Page 108
New Leadership Mindsets......Page 109
Meeting the Challenge......Page 112
Conclusion......Page 114
CHAPTER 8 The Organizational Change Leader1 W. Warner Burke......Page 116
Four Phases of Organizational Change and the Leader’s Roles......Page 117
Summary......Page 129
Historical Background......Page 132
Entrepreneurship......Page 133
Leadership......Page 135
The Emerging Convergence of Two Ships......Page 136
A Working Model of Entrepreneurial Leadership......Page 138
The Potential Value of the Model as a Working Guide......Page 139
Key Counterintuitive Behaviors of Entrepreneurial Leaders......Page 141
Smart Moves......Page 143
How the Business Playing Field Is Shifting......Page 144
Summary......Page 146
CHAPTER 10 Leadership: Reflections and Learnings Robert Terry......Page 148
A Consciousness-Competence Frame......Page 150
Core Versus Shared Values......Page 152
Change......Page 153
Mission Statements......Page 154
Core Competencies......Page 155
Vision Statements......Page 156
Language......Page 157
Team and Group Building......Page 158
Leadership Education......Page 159
Follow-up......Page 161
The Nature of the Experience......Page 162
True Development......Page 168
A Multipurpose Swiss Army Knife for the Leader’s Toolbox......Page 172
How Is this Tool Used? Two Application Stories......Page 173
Polarity Management—A Summary Introduction......Page 178
Summary......Page 182
Experience Life as Paradox......Page 184
Polarities Need Each Other......Page 185
Paradoxes Provoke the Mind to Breakthroughs......Page 186
Practice Democracy......Page 187
Conclusion......Page 188
Values......Page 190
Behavior......Page 191
Changing Self......Page 192
Perception and Anticipation......Page 193
Filters and Data Fragments......Page 194
Language......Page 195
Values, Perceptions, and Behavior......Page 196
Problems with the Negative Approach......Page 197
Dealing With Groups......Page 198
P A R T III Making the Grade: New Leadership Skills......Page 200
CHAPTER 15  Help Them Grow or Watch Them Go: A Development Edge Gives Retention Results Beverly L. Kaye......Page 202
A Pop Quiz......Page 203
Level About Their Strengths and Development Needs......Page 207
Look Ahead at Trends, Business Needs, and Company Culture......Page 208
Development Pays Off......Page 213
CHAPTER 16 The Newest Leadership Skills Randall P. White and Philip Hodgson......Page 214
Identifying New Leaders......Page 215
Command and Control......Page 216
I Have a Dream…......Page 217
Learning Leadership......Page 218
A Final Word......Page 220
CHAPTER 17 When Good People Do Bad Things: The Anatomy of a Corporate Disaster Ronald M. Green......Page 222
The Parable of the Sadhu......Page 224
Firestone and Ford on the Mountainside......Page 231
Conclusion......Page 238
CHAPTER 18 Recruiting Supportive Coaches: A Key to Achieving Positive Behavioral Change Marshall Goldsmith......Page 242
Following Up with Your Coaches......Page 247
The Need for Global Leadership......Page 248
The Need for Leaders with Global Mindsets and Skills......Page 249
Global Emotional Intelligence......Page 252
Developing Global Emotional Intelligence......Page 258
CHAPTER 20 Is Your Organization Driven by Dynamic Leaders? Larraine Segil......Page 262
First: The Alliance Issue......Page 265
Second: The Leadership Issue......Page 266
Commitment......Page 268
CHAPTER 21 Effective Crisis Management: Now More Than Ever Idalene Kesner......Page 274
Crisis Prevention......Page 275
Crisis Preparation and Crisis Response......Page 278
Crisis Communications......Page 280
Conclusion......Page 283
PART IV Creating Competitive Advantage: Strategies for Success......Page 284
CHAPTER 22 Marketing Through Reconciliation: Global Brand, Local Touch Fons Trompenaars and Peter Woolliams......Page 286
Universal or Particular?......Page 289
Individualism or Communitarianism?......Page 290
Specific or Diffuse?......Page 291
Achievement or Ascription?......Page 292
Time: Sequential or Synchronic?......Page 293
Summary......Page 295
Introduction c h a p t e r 23 The Effective Use of Scenario Analysis to Support Research and Development Peter Schwartz and Gerald Harris......Page 296
Using Scenario Analysis to Guide R&D Planning......Page 297
Conclusion......Page 303
CHAPTER 24 Morphing Marketing: Dissolving Decisions James M. Hulbert and Pierre Berthon......Page 304
From Material to Information......Page 305
The Dissolution of Divisions......Page 308
Morphing Marketing......Page 314
Summary......Page 315
CHAPTER 25 Creating Obnoxiously Devoted Customers Chip R. Bell......Page 316
Seeing Through the Eye of the Beholder......Page 317
CHAPTER 26 The Strategy of Bundling Barry Nalebuff......Page 326
Conclusions......Page 334
PART V Taking the Lead: Organizations of the New Millennium......Page 336
Introduction......Page 338
Innovation Nomenclature......Page 341
Why Study Cisco?......Page 343
The Evolution of Cisco’s Use of Internet Technologies2......Page 344
Unbundling Cisco’s Innovation Machine......Page 348
Learning from the Cisco Experience......Page 354
Conclusion: So You Want to Be Like Cisco?......Page 357
CHAPTER 28 Achieving Best Fit Judith M. Bardwick, Ph.D.......Page 360
Stable and Borderless......Page 361
Best Fit......Page 364
CHAPTER 29 Strategy for the 21st Century: Portfolio Is Back Maurice Saias and Olivier Tabatoni......Page 368
What Is Strategy Today?......Page 369
Where Are the Major Discontinuities?......Page 373
What Kinds of Strategic Responses?......Page 376
Conclusion......Page 383
CHAPTER 30 Organizing for Strategic Flexibility Homa Bahrami and Stuart Evans......Page 384
The Building Blocks......Page 385
Designing a Versatile Federation......Page 391
CHAPTER 31 Dynamics, Strategy, and Competence Development: The Rise of Value Confederations in Fast-Change Industries David Lei......Page 394
Characteristics of the Emerging Value Confederation......Page 398
Impact on Strategy Development and Growth Initiatives......Page 403
Competing on the Cutting-Edge: Renewing Advantage via Learning......Page 410
Defining and Measuring Economic Value......Page 412
Learning and Unlearning: The Need for Both......Page 419
Functional or Interdisciplinary: A Time for Change......Page 421
Performance Measurement Programs for Today (the Future Is Too Late)......Page 422
CHAPTER 33 A World of Fleas and Elephants Charles Handy......Page 426
The Characteristics of Creative Fleas......Page 428
Can Elephants Harbor Fleas?......Page 431
Index......Page 434