How to Lead People and Organizations to Ultimate Success
E-Book, Englisch, 209 Seiten
ISBN: 978-1-68123-818-0
Verlag: IAP - Information Age Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
This book aims at providing such easy access to crucial insights into sustaining success. International top management and leadership consultants, lifelong learning experts, experienced executive coaches, and leadership faculty from leading business schools share their insights to help leaders cope with today’s and tomorrow’s complexity.
Autoren/Hrsg.
Weitere Infos & Material
1;Front Cover;1
2;Advanced Leadership Insights;2
3;How to Lead People and Organizations to Ultimate Success;2
4;CONTENTS;6
4.1;PART I: LEADING YOURSELF TO ULTIMATE SUCCESS;6
4.1.1;1. A Quick Guide to Your Leadership Self-Development;6
4.1.2;2. Leadership Presence: The Three Dimensions of a Sought-After Leadership Quality;6
4.1.3;3. Leadership and Neuroscience: An Inconvenient Truth;6
4.1.4;4. The Mindful Leader: Focusing Your Attention on What Matters;6
4.2;PART II: LEADING OTHERS TO ULTIMATE SUCCESS;6
4.2.1;5. The Five Success Factors of a Truly High-Performing Team;6
4.2.2;6. Negotiation Skills for Leaders: Transaction Utility in Negotiation;6
4.2.3;7. Reflective Leadership: Successfully Leading Your Team in a Complex World;7
4.2.4;8. Blue Ocean Leadership and Why Psychometric Tools Are Still Useful;7
4.3;PART III: LEADING THE ORGANIZATION TO ULTIMATE SUCCESS;7
4.3.1;9. Navigating Complexity: Ten Golden Principles for CEOs Assuming Leadership;7
4.3.2;10. Stakeholder Management as a Leadership Challenge;7
4.3.3;11. Women in Leadership: Aspirations, Obstacles, Opportunities;7
4.3.4;12. Why Radical Innovation Needs Visionary Leadership;7
4.3.5;13. Leaders as Masters of Change;7
4.3.6;14. How to Succeed in a Political Organization;7
4.3.7;15. Conclusions—Emerging Insights on Advanced Leadership;7
4.4;Advanced Leadership Insights;4
4.5;How to Lead People and Organizations to Ultimate Success;4
4.5.1;Edited by;4
4.5.2;Wolfgang Amann HEC Paris School of Management;4
4.5.3;and;4
4.5.4;Katja Kruckeberg International Leadership Consultant;4
4.5.4.1;Information Age Publishing, Inc.;4
4.5.4.2;Charlotte, North Carolina • www.infoagepub.com;4
4.5.4.3;Foreword and Acknowledgments;8
4.5.4.3.1;Wolfgang Amann and Katja Kruckeberg;8
4.5.4.4;Introduction;10
4.5.4.4.1;Wolfgang Amann and Katja Kruckeberg;10
4.5.4.4.2;PURPOSE OF THE BOOK;10
4.5.4.4.3;STRUCTURE OF THE BOOK;11
4.5.4.4.4;REFERENCE;16
4.6;part i;18
4.6.1;Leading yourself to ultimate success;18
4.7;CHAPTER 1;20
4.7.1;A Quick Guide to Your Leadership Self-Development;20
4.7.1.1;Konstantin Korotov;20
4.7.1.2;Objective;20
4.7.1.2.1;Explore Your Motivation to Lead;21
4.7.1.2.2;Explore and Understand the Costs of Leadership;22
4.7.1.2.3;Explore Your Beliefs About What It Takes to be a Good Leader;22
4.7.1.2.4;Get Feedback;23
4.7.1.2.5;Reinforce Feedback With the Wisdom of People in Your Organization or Beyond;24
4.7.1.2.6;Seek Opportunities to Experiment;25
4.7.1.2.7;Challenge the Organization;25
4.7.1.3;References;26
4.8;CHAPTER 2;28
4.8.1;Leadership Presence;28
4.8.1.1;Katja Kruckeberg;28
4.8.1.2;Objectives;28
4.8.1.3;Marilyn Monroe, New York, 1955;28
4.8.1.4;Finding the Light Switch;29
4.8.1.5;Leadership Presence;29
4.8.1.6;The Three Dimensions of Leadership Presence;30
4.8.1.6.1;Figure 2.1.;30
4.8.1.7;Mental Presence;31
4.8.1.8;The Enemies of Mental Presence;32
4.8.1.9;Three Steps to Create Mental Presence;33
4.8.1.9.1;1. We need to be intentional about how we use our time and attention. By respecting boundaries regarding how and when we respond, we diminish stress, improve our capacity to be thoughtful, and create the conditions needed to manifest an engaged prese...;33
4.8.1.9.2;2. To avoid mistakes, we need to avoid habitual multitasking. While it’s probably impossible to avoid multitasking altogether, it often becomes compulsive, even addictive.;33
4.8.1.9.3;3. We need to recognize that presence requires a purposeful decision and practice (Helgesen, 2016).;33
4.8.1.10;Mental Presence in a High Performing Team;33
4.8.1.11;Physical Presence;33
4.8.1.11.1;Figure 2.2. Warrior pose.;34
4.8.1.12;The Three Anchors Exercise for Greater Physical Presence;34
4.8.1.12.1;1. Grounding: Ensure you stand on both feet and feel gravity working on your body. If you are seated, feel your bottom touching the chair and your feet resting on the ground. Briefly concentrate on these contact points.;35
4.8.1.12.2;2. Breathing: Now concentrate on breathing in and out naturally. Can you relax and breathe in and out with ease? This step is more effective if you combine it with part one of the activity. When exhaling, feel gravity working on your body.;35
4.8.1.12.3;3. Centering: Concentrate on the center of your body. Try to breathe from there—just below your belly button.;35
4.8.1.13;Emotional Presence;35
4.8.1.14;Insights from Neuroscience;36
4.8.1.15;Leading with Empathy;37
4.8.1.15.1;1. the rapid pace of globalization (which leads to cross-cultural challenges in the workplace);37
4.8.1.15.2;2. the abundant deployment of teams (see Chapter 6);37
4.8.1.15.3;3. the increasing drive to retain talent.;37
4.8.1.16;Six Recommendations how to Increase Your Emotional Presence;37
4.8.1.16.1;1. Truly listen to people. Listen with your ears, eyes, and heart. Pay attention to others’ body language, tone of voice, the hidden emotions behind what they say, and to the context.;37
4.8.1.16.2;2. Do not interrupt. Do not dismiss their concerns out of hand. Do not rush to give advice. Do not change the subject. Allow people their moment.;37
4.8.1.16.3;3. Be fully present when you are with people. Do not check your email, look at your watch, or take calls when someone talks to you about their report.;38
4.8.1.16.4;4. Encourage people, particularly quieter people, when they speak up in meetings. A smile can also boost someone’s confidence.;38
4.8.1.16.5;5. Give genuine recognition and praise.;38
4.8.1.16.6;6. Take a personal interest. Show people that you care and are interested in their life (Martinuzzi, 2009).;38
4.8.1.17;Summary;38
4.8.1.18;References;38
4.9;CHAPTER 3;40
4.9.1;Leadership and Neuroscience;40
4.9.1.1;Jim Shipley;40
4.9.1.2;Objective;40
4.9.1.3;“COGITO, ERGO SUM”;41
4.9.1.4;Two Brains, Two Worlds;42
4.9.1.4.1;Figure 3.1. Two hemispheres of the human brain.;43
4.9.1.5;OUR ARROGANT LEFT-BRAIN;45
4.9.1.5.1;Figure 3.2. Visual summary of what Joe sees and the cards he chooses.;46
4.9.1.6;Organizational Arrogance;47
4.9.1.7;OUR MEMORY IS NOT PICTURE PERFECT;48
4.9.1.8;WE ARE NOT OBJECTIVE;49
4.9.1.9;ANALYTICAL THINKING DOES NOT TRUMP INTUITION;50
4.9.1.10;AN EXIT STRATEGY FROM OUR THINKING TRAPS: HUMBLE LEADERSHIP;51
4.9.1.11;A Leadership Practice: Humility;53
4.9.1.12;References;53
4.10;CHAPTER 4;54
4.10.1;The Mindful Leader;54
4.10.1.1;Jim Shipley;54
4.10.1.2;Objective;54
4.10.1.2.1;Is Your Attention Focused on What Matters Most?;55
4.10.1.3;Limitations of Our Brains;55
4.10.1.3.1;What We Focus on Changes Our Brains;57
4.10.1.3.2;Limitations of Our Brain;57
4.10.1.3.3;Two Types of Attention;58
4.10.1.4;Common Distractions for LEADERS;59
4.10.1.4.1;Addiction to Your Communication Device;59
4.10.1.4.2;Focus on Tasks and Goals at the Expense of People;60
4.10.1.4.3;Focus on What Is Wrong Rather Than What Is Right;61
4.10.1.4.4;Are You Doing Other People’s Work;61
4.10.1.4.5;Are You Leading, Managing, or Coaching?;62
4.10.1.4.6;Are You Playing the Victim?;63
4.10.1.5;Conclusion;65
4.10.1.5.1;Leadership Practices: Structuring Our Time and Energy to Focus Our Attention;65
4.10.1.6;References;66
4.10.1.6.1;Figure 5.1. The five success factors of a high-performing team.;73
4.10.2;part ii;68
4.11;CHAPTER 5;70
4.11.1;The Five Success Factors of a Truly High-performing Team;70
4.11.1.1;Katja Kruckeberg;70
4.11.1.2;Objective;70
4.11.1.3;The Emergence of Teamwork;70
4.11.1.4;The Potential Benefits of Teamwork;71
4.11.1.4.1;1. Higher-quality outcomes: Teamwork creates outcomes that make better use of resources and produce richer ideas.;71
4.11.1.4.2;2. Innovation: Individuals who combine their knowledge, expertise, and experience create more innovative ideas than individuals on their own.;71
4.11.1.4.3;3. Higher efficiency: Since teams combine the efforts of many individuals, they can accomplish more in less time than an individual working alone.;71
4.11.1.4.4;4. Greater effectiveness: When people coordinate their efforts, they can divide up roles and can deploy their strengths to achieve better business results.;71
4.11.1.4.5;5. Collective learning and motivation: The social aspect of teamwork provides a superior work experience for team members, which can lead to higher motivation. People learn from one another, push one another to accelerate their learning, and celebrat...;71
4.11.1.5;Ineffective Teamwork;72
4.11.1.6;Success Factors that Lead to High Performance;72
4.11.1.6.1;Success Factor 1: Team Vision, Goals, and Mission;73
4.11.1.6.2;Team Vision;74
4.11.1.6.3;Team Goals;74
4.11.1.6.4;Team Mission;74
4.11.1.6.5;The Leader’s Role;75
4.11.1.7;Germany’s National Football Team;75
4.11.1.7.1;Success Factor 2: People and Roles;76
4.11.1.7.2;Who Is on the Team;76
4.11.1.7.3;Forming a New Team;76
4.11.1.7.4;Working With an Existing Team;76
4.11.1.7.5;Clarity About Roles and Responsibilities;77
4.11.1.8;Team Size;77
4.11.1.8.1;Success Factor 3: Modern and Collective Leadership;78
4.11.2;Table 5.1. Six Leadership Styles;79
4.11.2.1;A Quick Test;79
4.11.2.2;Interpreting Your Results;79
4.11.2.3;Collective Leadership;81
4.11.2.3.1;Success Factor 4: Establishing a We Culture;81
4.11.2.3.2;Negative Effects of a Me Culture in a Team;82
4.11.2.3.2.1;1. have problems accepting negative feedback;82
4.11.2.3.2.2;2. are less likely to see the positive aspects their job;82
4.11.2.3.2.3;3. have exaggerated expectations about themselves and their work;82
4.11.2.3.2.4;4. are more likely to engage in workplace conflicts;82
4.11.2.3.2.5;5. are more likely to blame others for whatever happens on the job;82
4.11.2.3.2.6;6. are more likely to take credit for other people’s work;82
4.11.2.3.2.7;7. are considered less effective at leading teams and bringing people together.;82
4.11.2.3.3;The Three Pillars of a We Culture;82
4.11.2.3.3.1;1. Clarity about goals: As noted, every high-performing team needs clear individual and team goals. Without clear individual goals, single team members might be demotivated, without clear team goals there is no cooperative interaction between team me...;82
4.11.2.3.3.2;2. Agreement on mission and team values: I have already emphasized the importance of having a team mission or a set of team values on which everybody agrees and tries to live up to. Two values have to be part of your mission statement if you want to ...;82
4.11.2.3.3.3;3. Be conscious of what you reward: If your recognition activities focus on individual results rather than team results, you will most likely nourish individual success at the expense of team success. If you verbally emphasize team cooperation, but r...;83
4.11.2.3.4;Building Trust;83
4.11.2.4;Coaching for We;83
4.11.2.4.1;Success Factor 5: Effective External and Internal Communication;84
4.11.2.4.1.1;Figure 5.2. The trust equation.;84
4.11.2.4.2;Constructive Conflicts About Subject Matter;84
4.11.3;Table 5.3. We-Centric Communication Culture;85
4.11.3.1;Balanced Communication With Relevant Stakeholders;86
4.11.3.2;Conclusion;86
4.11.3.3;Team Assessment;86
4.11.3.4;Interpreting Your Results;88
4.11.3.5;References;88
4.11.4;Table 5.2. A Quick Text;80
4.11.5;Table 5.2. (Continued);81
4.11.6;Table 5.4. Team Assessment;87
4.11.7;Table 5.4. (Continued);88
4.12;CHAPTER 6;90
4.12.1;Negotiation Skills for Leaders;90
4.12.1.1;Matthew Mulford;90
4.12.1.2;Objective;90
4.12.1.3;Understanding Consumption Choices;90
4.12.1.3.1;It Was Such a Great Deal, I Had to Buy It;92
4.12.1.4;Application: Negotiation;94
4.12.1.4.1;Distributive Negotiations;94
4.12.1.4.2;Integrative Negotiation;97
4.12.1.5;Final Thoughts;99
4.12.1.6;NOTES;99
4.12.1.7;REFERENCES;99
4.13;CHAPTER 7;102
4.13.1;Reflective Leadership;102
4.13.1.1;Felix Müller and Ragna Kirberg;102
4.13.1.2;OBJECTIVE;102
4.13.1.3;INTRODUCTION;102
4.13.1.4;THE THEORY BEHIND IT;103
4.13.1.4.1;Exploring The Drop In Confidence;103
4.13.1.4.2;Confidence as an Indicator of Self-Efficacy;104
4.13.1.5;USING REFLECTION WITH THINKING AND FEELING TO BUILD SELF-EFFICACY AND CONFIDENCE;105
4.13.1.5.1;Getting Going: Acknowledging and Releasing Stress;106
4.13.1.5.2;Getting People Back Into Confidence;106
4.13.1.6;Building Self-efficacy from Within Using Self-reflection;107
4.13.1.7;Building Self-efficacy by Reflecting with Others;108
4.13.1.8;Building Self-efficacy by Leveraging Positive Emotional Arousal;109
4.13.1.9;LEADERS SUPPORTING AN ITERATIVE PROCESS;109
4.13.1.10;APPLICATION IDEAS;110
4.13.1.10.1;Application 1a:;110
4.13.1.10.1.1;Get Started: Experiencing Reflection by Thinking and Feeling;110
4.13.1.10.1.1.1;1. Please think about a current business-related challenge of yours. Write it down. (Take 2 minutes.);110
4.13.1.10.1.1.2;2. Allow yourself a moment to feel if it already contains the core challenge – if not, rewrite it. (Take 2 minutes.);110
4.13.1.10.1.1.3;3. Please think about the challenge and what you can do to solve it. Write down your thoughts. (Take 3 minutes.);110
4.13.1.10.1.1.4;4. Now, please look at the feelings your challenge creates in your body. (Take 2 minutes to feel and write down these feelings.);110
4.13.1.10.1.1.5;5. Now, imagine how it feels after the challenge has been solved. (Allow yourself a minute to feel.);110
4.13.1.10.1.1.6;6. Please write down, in one word, how you would describe this state. (Allow yourself a minute.);110
4.13.1.10.1.1.7;7. Please think about what you could do to reach this state. (Take 2 minutes.);110
4.13.1.10.1.1.8;8. Write down what you have gained from this exercise. (Take 2 minutes.);110
4.13.1.10.2;Application 1b:;111
4.13.1.10.2.1;Discovering the Gains From Reflection by Thinking and Feeling;111
4.13.1.10.3;Application 2:;111
4.13.1.10.3.1;Reflective Decision Making;111
4.13.1.10.3.1.1;Figure 7.2. The decision quality model leads to good outcomes.;112
4.13.1.10.4;Application 3:;112
4.13.1.10.4.1;Develop a Reflection Habit;112
4.13.1.10.5;Application 4:;113
4.13.1.10.5.1;Figure 7.3. The decision quality model leads to good outcomes.;113
4.13.1.10.5.2;Inviting Others to Experience Reflection by Thinking and Feeling;113
4.13.1.10.6;Application 5:;113
4.13.1.10.6.1;Create a Relaxed Meeting Atmosphere;113
4.13.1.10.6.1.1;Figure 7.4. Reflection habit form.;114
4.13.1.11;IMPLEMENTATION ADVICE;115
4.13.1.12;References;116
4.13.1.12.1;Figure 7.1. Confidence lost through a stressful challenge is rebuilt using reflection with thinking and feeling.;106
4.14;CHAPTER 8;118
4.14.1;Blue Ocean Leadership And Why Psychometric Tools Are Still Useful Today;118
4.14.1.1;Wolfgang Amann;118
4.14.1.2;Objective;118
4.14.1.3;Market realities in leadership;118
4.14.1.4;Detailing blue ocean leadership;119
4.14.1.4.1;1. What behaviors should a leader reduce?;120
4.14.1.4.2;2. What should a leader completely skip?;120
4.14.1.4.3;3. What should a leader do more of?;120
4.14.1.4.4;4. What should a leader add to his or her portfolio of behaviors in order to motivate, steer and engage staff members?;120
4.14.1.5;Why psychometric tests still matter now and in the future;120
4.14.1.6;SEMCO as a case in point;122
4.14.1.7;Summary;122
4.14.1.8;Reference;122
4.14.2;part iiI;124
4.15;CHAPTER 9;126
4.15.1;Navigating Complexity;126
4.15.1.1;Katja Kruckeberg;126
4.15.1.2;Objective;126
4.15.1.3;Golden principle 1: Do your homework before you start;126
4.15.1.4;Golden principle 2: Find a sparring partner;127
4.15.1.5;Golden principle 3: Start with a mixture of confidence and humility;128
4.15.1.6;Golden principle 4: Build your high-performing top team as quickly as possible;128
4.15.1.7;Golden principle 5: Set the business agenda;129
4.15.1.8;Golden principle 6: Define the corporate culture;131
4.15.1.8.1;Match Strategy and Culture;131
4.15.1.8.2;Focus on a Few Critical Shifts in Behavior;131
4.15.1.8.3;Honor the Strengths of Your Existing Culture;131
4.15.1.8.4;Integrate Formal and Informal Interventions;132
4.15.1.8.5;Measure and Monitor a Cultural Evolution;132
4.15.1.9;Golden principle 7: Manage your stakeholders;132
4.15.1.10;Golden principle 8: Communicate deliberately;133
4.15.1.11;Golden principle 9: Manage your energy sustainably;133
4.15.1.12;Golden principle 10: Broaden your leadership capabilities continuously;133
4.15.1.12.1;Mindset;134
4.15.1.12.2;Leadership Skills;135
4.15.2;Table 9.1. Six Leadership Style;135
4.15.2.1;Time Application;135
4.15.2.2;Resources;136
4.15.2.2.1;Figure 9.1. The Five Success Factors of a High-Performing Team pyramid.;130
4.15.2.2.2;Figure 9.2. Three levels of your leadership presence.;134
4.15.2.2.3;Figure 10.1. Corporate diplomacy options for stakeholder management;140
4.16;CHAPTER 10;138
4.16.1;Stakeholder Management as a Leadership Challenge;138
4.16.1.1;Wolfgang Amann;138
4.16.1.2;Objective;138
4.16.1.3;MCDONALD’S IN ARGENTINA AS A CASE IN POINT;138
4.16.1.4;ON DIPLOMACY AND STAKEHOLDER MANAGEMENT SKILLS;139
4.16.1.5;Summary;141
4.16.1.6;REFERENCE;142
4.17;CHAPTER 11;144
4.17.1;Women in Leadership;144
4.17.1.1;Ruth Ann Lake and Cristina Bombelli;144
4.17.1.2;Objective;144
4.17.1.3;Leadership Ambitions;144
4.17.1.4;Continued Inequality on the Home Front;147
4.17.1.5;The Obstacles for Women in Finding the Delicate Balance Between Visibility and Appearing Brash;147
4.17.1.6;CHANGE THE WAYS RECRUITMENT AND HIGH POTENTIAL INDUCTION WORK;148
4.17.1.7;HIGH POTENTIAL PROGRAMS OFTEN TARGET YOUNG TALENT IN THEIR 30S, THE BEST AGE BRACKET FOR SUCCESSFUL CHILD-BEARING;148
4.17.1.8;MANAGEMENT OF PARENTAL LEAVE;149
4.17.1.9;WHERE FATHERS TAKE PATERNITY LEAVE, ALL INDICATORS FOR FEMALE PARTICIPATION ARE HIGHER;149
4.17.1.10;WOMEN STILL TEND TO GRAVITATE TOWARD STAFF RATHER THAN LINE POSITIONS, LIMITING ASCENT UP THE LADDER;150
4.17.1.11;The Quest for Balance;150
4.17.1.12;TRAINING, COACHING, AND MENTORING OPPORTUNITIES;151
4.17.1.12.1;Figure 11.2. What does it take for companies to develop a better leadership pipeline for women?;151
4.17.1.13;CONTENT OF TRAINING PROGRAMS FOR DEVELOPING WOMEN IN LEADERSHIP;151
4.17.1.14;AWARENESS OF INTERNAL BARRIERS AND DEVELOPING PATHS TO MINIMIZE SELF-LIMITING BEHAVIORS;152
4.17.1.15;DEVELOPING APPLIED ASSERTIVENESS;153
4.17.1.16;Practicing Assertive Communication;153
4.17.1.17;BODYFULNESS;154
4.17.1.18;Developing Visibility;154
4.17.1.19;INFLUENCING AND POWER DYNAMICS;154
4.17.1.20;A MULTITUDE OF APPROACHES TO INFLUENCING;155
4.17.1.21;Stress Management;155
4.17.1.22;Perfectionism;156
4.17.1.23;INCREASING CREDIBILITY AND VISIBILITY;157
4.17.1.24;GAINING VISIBILITY;157
4.17.1.25;WHAT COMPANIES NEED TO DO;158
4.17.1.26;WHAT WOMEN NEED TO DO;158
4.17.1.27;References;158
4.17.1.27.1;Figure 11.1. Companies are not meeting women’s needs for development.;146
4.18;CHAPTER 12;160
4.18.1;Why Radical Innovation Needs Visionary Leadership;160
4.18.1.1;Tamara Carleton, William Cockayne, Andreas Larsson, and Bernhard Küppers;160
4.18.1.2;Objective;160
4.18.1.3;Big Thinking leads to Big Change;161
4.18.1.4;The Power of Big Ideas;162
4.18.1.5;Common Mechanisms for Radical Innovation;163
4.18.1.6;Vision in Small and Medium-Sized Enterprises;165
4.18.1.7;Vision in Social Enterprises;166
4.18.1.8;Visionary Leadership at DARPA;168
4.18.1.8.1;Figure 12.1. DARPA’s radical innovation network.;170
4.18.1.8.2;Figure 12.2. DARPA’s process of formulating technology visions for radical innovation,;171
4.18.1.9;Conclusion;172
4.18.1.10;Acknowledgment;173
4.18.1.11;References;173
4.19;CHAPTER 13;176
4.19.1;Leaders as Masters of Change;176
4.19.1.1;Marios I. Katsioloudes and Vicky Katsioloudes;176
4.19.1.2;Objective;176
4.19.1.3;Leaders as Master of Change;176
4.19.1.3.1;Insight 1: Leaders as Learners;177
4.19.1.3.2;Insight 2: Leaders Must Actively Work to Close the Skills Gaps for Effective Change Agents;178
4.19.1.3.2.1;Figure 13.1. Based on the HBR article Leadership for Change: Enduring Skills for Change Masters, by Rosabeth Moss Kanter (November, 2005).;178
4.19.1.3.2.2;1. Tuning in to the environment: Actively collect information to gain knowledge about what is going on inside and outside your organization, and pay attention to broad signs of change (e.g., competitors doing something differently).;178
4.19.1.3.2.3;2. Kaleidoscope thinking: Challenge the prevailing organizational wisdom and question long-standing assumptions; look through a different lens to find different solutions to a problem; and create circumstances that promote kaleidoscopic thinking (e.g...;178
4.19.1.3.2.4;3. Communicating a compelling vision: Make a compelling case for the change you are pursuing; communicate an aspiration, not just a picture of what could be; and appeal to the need to better ourselves and participate in helping to build the company...;178
4.19.1.3.2.5;4. Getting buy-in and building coalitions: Find key supporters and influencers into, across, and outside the organization who will champion your ideas; and gain valuable feedback in the process.;178
4.19.1.3.2.6;5. Nurturing the working team: Form a working team that will focus on implementing the change initiatives, and support these initiatives; and develop a broad outline and allow the team to explore new possibilities.;179
4.19.1.3.2.7;6. Persisting and persevering: Leaders must persist and persevere, particularly in the midst of change, when hard work is needed to make change efforts sustainable.;179
4.19.1.3.2.8;7. Making everyone a hero: Recognize, celebrate, and reward the people involved in the change process; this not only brings the change cycle to its logical conclusion, it also keeps people motivated to attempt change again.;179
4.19.1.3.3;Insight 3: Consider the Softer Skills;179
4.19.1.4;Conclusion;180
4.19.1.5;References;180
4.20;CHAPTER 14;182
4.20.1;How to Succeed in a Political Organization;182
4.20.1.1;Tobias Mahr and Bertolt Stein;182
4.20.1.2;Objective;182
4.20.1.3;DO THE VALUE-DRIVEN PEOPLE ALWAYS “LOOSE”?;182
4.20.1.4;VALUES AND POLITICS;183
4.20.1.5;THE CURSE OF AUTHENTICITY;184
4.20.1.6;EXAMPLE 1: A MATRIX ORGANIZATION;186
4.20.1.7;EXAMPLE 2: CAREER PROGRESS;187
4.20.1.8;EXAMPLE 3: DECISION-MAKING;188
4.20.1.9;EXAMPLE 4: A DIFFICULT BOSS;189
4.20.1.10;SOME NUGGETS FROM THE FOUR;190
4.20.1.10.1;Values and Skills;190
4.20.1.10.2;Leadership;191
4.20.1.10.3;Dealing With Challenges, Difficulties, and Difficult Bosses;192
4.20.1.10.4;Influencing Others and Negotiations;192
4.21;CHAPTER 15;196
4.21.1;Conclusion;196
4.21.1.1;Wolfgang Amann and Katja Kruckeberg;196
4.21.1.2;Reference;198
4.21.2;About the Contributors;200
4.21.2.1;ABOUT THE EDITORS;200
4.21.2.2;ABOUT THE AUTHORS;201
4.22;About the Contributors;200
