Blakeley Leadership Blind Spots and What To Do About Them

1. Auflage 2007
ISBN: 978-0-470-51221-0
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 310 Seiten, E-Book

Knowledge is built from personal experience and colouredby our needs and values. It follows that all knowledge ispersonal and incomplete. We all suffer from 'blindspots'. But when leaders have them, it matters. To guidepeople on a journey of continuous learning, understanding andadapting to events as they occur, leaders must overcome theirown blind spots and those of their organization.
Any leader who implements the practices outlined in this bookwill immediately improve their ability to perform in today'scompetitive global environment. Karen Blakeley provides in-depthanalysis of how leaders learn on the job - and what gets in theway. Most importantly she offers a systematic approach foraccelerating leaders' learning capacity - and maximisingtheir performance potential.

Autoren/Hrsg.

Blakeley, Karen

Inhaltsverzeichnis

Preface.
Acknowledgements.
Part One: Leaders, Blind Spots and Learning - TheIssues.
1 Leaders, Blind Spots and Learning.
2 A Model of Blind Spots, Learning and Change.
3 The Consequences of Leaders' Blind Spots.
4 Learning to Lead, Leading to Learn.
Part Two How to Overcome Blind Spots and AccelerateLeaders' Learning.
5 The First Practice - Direct Attention.
6 The Second Practice - Harness Emotions.
7 The Third Practice - Overcome Defensiveness.
8 The Fourth, Fifth and Sixth Practices - DeepenSensemaking, Engage Creativity, and Reality Check.
9 The Seventh Practice - Change Behaviour.
10 The Eighth Practice - Nurture Integrity.
11 Equipping Leaders in Complex Times.
12 The Exercises.
References and Further Reading.
Index.

Über Autor(innen)

KAREN BLAKELEY is Assistant Director of the Centre forLeadership, Learning and Change at Cass Business School, CityUniversity and is also a director of Waverley Learning - aleadership development company. She recently completed herdoctorate looking at how managers learned when their organisationswent through change.
Karen originally trained in finance and worked in the City forfive years. She subsequently qualified as an organisationalpsychologist and has spent over 15 years helping individuals andorganisations adapt to change. Karen has appeared on TV,radio and in the press commenting on the psychology of highperformance in demanding environments such dealing rooms in theCity. She regularly presents at conferences and has had a number ofarticles published in the area of senior executive coaching. Karenis working with a number of top international companies developingnew tools and techniques to promote 'learning agility'amongst their current and future leaders.