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020			_z9780787995218
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050		4	_aHD57.7.P54 2008
082	0		_a658.407124
100	1		_aNoel, James L.
245	1	4	_aThe 2008 Pfeiffer Annual : _bLeadership Development.
250			_a2nd ed.
264		1	_aHoboken : _bCenter for Creative Leadership, _c2007.
264		4	_c©2008.
300			_a1 online resource (354 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
490	1		_aJ-B US Non-Franchise Leadership Series ; _vv.38
505	0		_aIntro -- THE 2008 PFEIFFER ANNUAL -- CONTENTS -- ACKNOWLEDGMENTS -- INTRODUCTION: WHAT'S NEXT IN LEADERSHIP DEVELOPMENT? -- CHAPTER 1: WHERE WE'VE BEEN: LEADERSHIP DEVELOPMENT IN THE 20TH CENTURY -- Post-War Leadership Development: Uniformity and Structure -- Change on the Horizon: The Debate Between Hard and Soft Skills -- A Changing Reality: The Emergence of the "New" Leadership Model -- What We Can Learn From the Past -- The New Revolution -- Creating Leaders for a Changing World -- Some Observations About the Current State of Leadership Development -- Emerging Business Trends That Influence Our Industry -- CHAPTER 2: WHY ARE THERE NOT ENOUGH LEADERS IN COMPANIES TODAY? -- Drivers of Whole Leadership -- What Is a "Whole" Leader? -- The Problem with Partial Effectiveness -- Recognizing That Different Combinations of Head, Heart, and Guts Are Needed in Different Situations -- Developing Whole Leaders -- Finding the "Edge" Beyond Leadership Comfort Zones -- CHAPTER 3: WHO REALLY "OWNS" LEADERSHIP DEVELOPMENT? -- Reality Number 1: Personal Development Is Mostly Self-Development -- Reality Number 2: Companies and Their HR Professionals Miss the Locus and Timing of Development -- Reality Number 3: Career Expectations Have Changed -- Reality Number 4: More Tools for Self-Development are Available -- What's to Be Done? -- Eight Employee-Centric Leadership Development Strategies -- Conclusion -- References -- CHAPTER 4: DEVELOPING LEADERS OF SUBSTANCE -- Are They Really Leaders? -- Focus on Substance -- In Practice -- The Winning Combination -- CHAPTER 5: WHY IS LEADERSHIP SO IMPORTANT AND FORMAL LEADERSHIP DEVELOPMENT NOT? -- The Value of Leadership -- The Current State of Leadership Development -- So What Do We Know That Works? -- Summary and Conclusion -- CHAPTER 6: THE EVOLUTION OF LEADERSHIP DEVELOPMENT AT NOVARTIS -- Setting a Strong Foundation.
505	8		_aFilling the Leadership Pipeline -- A Two-Dimensional Model for Learning Programs -- The Leadership Development Curriculum -- Refi ning Leadership Development -- Case Example: The Role of Learning in Supporting Growth in China -- The Decade's Key Recommendations -- CHAPTER 7: ACHIEVING SUCCESS IN THE GLOBALIZATION OF LEADERSHIP DEVELOPMENT -- Linking Global Leadership and Business Strategy -- The Expansion of Global Leadership Development -- Defi ning Success -- Best Practices -- Conclusion -- CHAPTER 8: DEVELOPING GLOBAL LEADERS THROUGH ACTION LEARNING -- Leaders for a Global Environment -- A Strategy for Developing Global Leaders -- Ways to Ensure Success -- Measuring Success -- The Benefits -- Drafting Success: An Analogy from Nike -- References -- CHAPTER 9: DEVELOPING CUSTOMER-CENTRIC LEADERS -- A New Brand of Leadership -- How to Develop Customer-Centric Leaders -- Pitfalls to Avoid -- References -- CHAPTER 10: BUILDING MARKETING EXCELLENCE -- The Nature of Marketing Excellence -- A Large-Scale Marketing Excellence Initiative -- The Scope of Marketing Excellence Initiatives -- Key Success Factors for a Marketing Excellence Initiative -- References -- CHAPTER 11: TIME WARNER CREATIVE LEADERSHIP SUMMIT -- Case -- The Creative Leadership Summit -- Moving Forward -- CHAPTER 12: BE THE ONE: THE LEADToshiba EXPERIENCE -- Our Philosophy -- Education for the Masses -- Ten Strategies for All TABS Employees -- Results -- CHAPTER 13: THE QUEST FOR 20: 20 VISION: DEVELOPING HR LEADERS AT LUXOTTICA -- Raising the Bar on HR -- Luxottica Group: Framed for Success -- Upping the Game for HR at Luxottica Retail -- HR Accepts the Challenge -- Innovate and Create Value -- How You, Too, Can Get to 20:20 Vision -- References -- CHAPTER 14: WHAT WOMEN EXECUTIVES NEED FROM LEADERSHIP DEVELOPMENT PROGRAMS -- Back to Basics -- Dispelling the Stereotypes.
505	8		_a"Taking Charge": Developing Self-Assessment, Negotiating, and Networking Skills in Women -- What All of Us Need: Tailoring Development Programs to Meet the Needs of Both Genders -- Where Do We Go from Here? -- References -- CHAPTER 15: CREATING REAL EMPLOYEE ENGAGEMENT -- Why Engagement Is Increasingly Important -- New Challenges to Leadership -- Measuring Engagement -- What Is a Leader's Core Engagement Role? -- Engagement for Aligned Performance -- Creating Full Engagement-The Ultimate Emotional Connection -- What Is the Intended Business Outcome? -- How Do You Know It Is Working? -- Summary: The Practical Leadership Questions -- References -- CHAPTER 16: LEADING ACROSS BOUNDARIES: ADVENTURES IN THE "WHITE SPACES" AT GENERAL MILLS -- White Spaces: The GE Perspective -- Connecting the Dots: Traversing the White Spaces -- Business Impact -- Improving Trends in Cross-Boundary Teamwork -- Key Principles -- CHAPTER 17: BANK OF AMERICA : WINNING THE GROWTH CHALLENGE -- Our Development Mission -- The Business Challenges -- Building a Strong Bench: The Core Development Principles That Drive Our Actions -- Building a Strong Bench: Simple Integrated Programs/Processes Set the Agenda -- Talent Management Process: What Executives Should Expect from Us -- Practices That Work: Lessons Learned -- CHAPTER 18: COACHING LEADERSHIP TRANSITIONS -- Timing the Employment of Coaching -- The Role of the Coach in Support of Leadership Transitions -- Realizing the Business and Organization Realities -- Understanding New Skills and Behavioral Requirements -- Creating a New Level of Self-Awareness -- Navigating Transition Challenges and Building Transition Capability -- Establishing Goals and Creating an Action Plan -- Providing Support -- Tips for the Coach -- References.
505	8		_aCHAPTER 19: EXECUTIVE ASSESSMENT FOR SUCCESSION PLANNING AND DEVELOPMENT : A SEQUENCED PROCESS AND A FEW HELPFUL HINTS -- Defining Executive Assessment -- The "Constants" of the Executive Assessment Process -- Getting Started -- Summary -- CHAPTER 20: DO LEADERSHIP COMPETENCIES DEFINE EFFECTIVE LEADERSHIP? -- Defining Leadership Competencies -- Other Principles for Defining Competencies -- Challenges to Defining Leadership Competencies -- The Core Question: Does It Work? -- Do Leadership Competencies Develop Leadership? -- CHAPTER 21: TRANSITION SUPPORT: BEST PRACTICES FROM THE FIELD -- Transition into a New Organization: Preparing Outside Hires -- Transition into a New Leadership Role: Preparing High-Potentials -- Conclusion -- References -- CHAPTER 22: ACTION LEARNING: CREATING LEADERS THROUGH WORK -- Action Learning Today -- Action Learning Revisited -- Head, Heart, and Guts: The Link We Missed -- Conclusion -- CHAPTER 23: LEADER AS STORYTELLER -- The Rise of Story in the Social Sciences and Business -- The Modern Organization-A Perfect Setting for Storytelling -- Leadership and the Strategy Story -- Telling a Story: From Simplicity to Complexity -- Cautions to Leaders Learning Storytelling -- References -- CHAPTER 24: THE LEADER AS POET: A CONSIDERATION OF WHAT POETRY MAY HAVE TO OFFER ORGANIZATIONAL LEADERSHIP -- A Working Definition -- What Could Poetry Teach Leaders? -- The Challenge to Innovate -- The Challenge of Motivating People -- A Suggestion Rather Than a Conclusion: Listen Deeply -- References -- CHAPTER 25: CHOICES IN WORK AND IN LIFE -- CHAPTER 26: THE LEADING BRAIN: AN EXERCISE IN SELF-COACHING -- References -- CHAPTER 27: LEADING IN THE MATRIX OF TODAY: INTEGRATING BODY/MIND/SPIRIT -- References -- CHAPTER 28: SOMATICS AND LEADERSHIP -- Stepping Up-Developing Leadership Presence -- You Are What You Practice.
505	8		_aThe Body We Are Versus the Body We Have -- Embodying New Competence Through Practice -- Foundational Somatic Practice-Centering -- Experiencing Center-The Practice -- Summary -- CHAPTER 29: LEARNINGS FROM WORLD-CLASS ATHLETES IN MANAGING PERFORMANCE: ACHIEVING PERSONAL LEADERSHIP EXCELLENCE THROUGH P6 PROP -- A Holistic View of Excellence -- Why Do Business Champions Have to Display Excellence? -- The P6PROP Model of Personal Leadership Excellence -- The P6PROP Inventory -- The Goal of Personal Leadership Excellence: Harnessed Passion -- P6PROP in Action -- References -- CHAPTER 30: THE SHAPING OF SUCCESSFUL CAREERS -- CHAPTER 31: THE FUTURE OF LEADERSHIP DEVELOPMENT -- A Learning Culture in the Making -- Work as a Driver of People -- Collaboration -- Connectedness -- Community -- Where Does All of This Take Us? -- CONTRIBUTORS -- ABOUT THE EDITORS -- System Requirements -- Using the CD With Windows -- HOW TO USE THE CD-ROM -- In Case of Trouble.
588			_aDescription based on publisher supplied metadata and other sources.
590			_aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
650		0	_aExecutives--Training of--Periodicals.
655		4	_aElectronic books.
700	1		_aDotlich, David L.
700	1		_aLLC, Delta Organization & Leadership.
700	1		_aLLC, Delta Organization & Leadership.
776	0	8	_iPrint version: _aNoel, James L. _tThe 2008 Pfeiffer Annual _dHoboken : Center for Creative Leadership,c2007 _z9780787995218
797	2		_aProQuest (Firm)
830		0	_aJ-B US Non-Franchise Leadership Series
856	4	0	_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=3056762 _zClick to View
999			_c66971 _d66971