Peters The Simple Truths About Leadership

Creating a People-Centric Culture
2. Auflage 2019
ISBN: 978-3-030-03958-5
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 167 Seiten, eBook

Reihe: Progress in Mathematics

In the middle of the last decade, businesses have suffered serious harm due to the world-wide economic slowdown/great recession, geopolitical tensions and conflicts, and the very unpredictable nature of our government. In the process of staying the course, many business leaders have made a number of decisions and have taken a number of actions that have done harm to their relationships with their own employees. The resultant psychological contract told employees that their leaders were in it for themselves, for owners and stockholders, for positive reports from Wall Street, for their customer base ... for every stakeholder group other than the people who work there. This book offers a road map for creating a more engaged, committed workforce by adopting and maintaining a People-Centric culture. 

After describing why commitment and engagement are so important today, the author speaks to how mindsets that reflect an older business reality need to change before any sustainable change in behavior and work culture can occur.  This book underscores the role that leaders need to play by embracing 10 Simple Truths that underlie long-term, sustainable business success. Some argue that we may be approaching the next recession, and it is in those down times that businesses will need their people most. Now is the time for leaders to proactively start earning that support and turn their people into their partners rather than just their hired hands. With a case study that describes a true People-Centric leader and that demonstrates what it takes to lead a culture change, this book is a call to action for leaders everywhere to (a) become a People-Centric leader, (b) earn the right to lead others toward this end, and (c) align their company culture with the mindset and capabilities needed to produce and sustain long-term business success. If you are not getting the best from your people, read this book with the goal of turning that around. You will find it to be a good blueprint for leaders who attempt to create a more People-Centric culture.

Larry Peters is Professor Emeritus of Management & Leadership Development in the Neeley School of Business at Texas Christian University, USA. He is an award-winning instructor, scholar, and consultant. He has received four all-campus teaching awards and been honored for his career contributions to research by two professional associations. He was senior editor of the Blackwell Encyclopedic Dictionary of Human Resources Management. Professionally, Dr. Peters has provided consulting, presentation, coaching, custom training design, training, meeting design, facilitation, and applied research services to business, non-profit and government organizations. He has worked extensively in the organizational development, change, leadership development, and interpersonal communications areas.

Zielgruppe

Popular/general

Autoren/Hrsg.

Peters, Larry

Inhaltsverzeichnis

1;Preface;5
1.1;Why This Book? Why Now?;6
1.2;Purpose;6
1.3;A Final Note;8
2;Acknowledgments;9
3;Contents;14
4;List of Figures;16
5;1: Setting the Stage;17
5.1;Application Activities;22
5.1.1;Application Activity 1.1: Your Baseline;23
5.2;References;23
6;2: Times Are a Changing – And So Is Everything Else;24
6.1;The Best Laid Plans of Mice and Men…;27
6.2;Application Activities;32
6.2.1;Application Activity 2.1: Your Business Environment;33
6.2.2;Application Activity 2.2: Your Organizational Model;34
6.2.3;Application Activity 2.3: Organization–Environment Fit;35
6.2.4;Application Activity 2.4: Is My Mindset the Problem or the Solution?;36
7;3: Our Mindsets: The Answer Has Been Hiding in Plain Sight;37
7.1;Application Activities;43
7.1.1;Application Activity 3.1: Whispers in the Dark;44
7.1.2;Application Activity 3.2: What Have I Done? What Will I Do?;45
7.1.3;Application Activity 3.3: Conditions for Empowerment;46
8;4: What Does It Mean to Be a Partner?;48
8.1;Followers, Partners, and White Water;51
8.2;Partnership and Unexpected Leadership;52
8.3;Partnership, Unexpected Leadership, and Culture;53
8.4;Application Activities;54
8.4.1;Application Activity 4.1: Partners in My Work Setting;55
8.4.2;Application Activity 4.2: Organizational Models and Their Impact;56
8.4.3;Application Activity 4.3: Unexpected Leadership;57
8.5;Reference;57
9;5: Balance Matters;58
9.1;Focus, Focus, Focus;59
9.2;Application Activities;70
9.2.1;Application Activity 5.1: Balanced Stakeholder Perspective;71
9.2.1.1;What’s Real?;71
9.2.2;Application Activity 5.2: Being Intentional in Our Decision-Making Processes;72
9.2.2.1;Reflection;72
9.2.3;Application Activity 5.3: Circle of Growth® (Fig. 5.2);73
9.3;Reference;74
10;6: Corporate Culture: It Takes More Than Donuts!;75
10.1;Culture and the Simple Truths;78
10.2;Change Is Everything in a White Water World;80
10.3;Application Activities;82
10.3.1;Application Activity 6.1: What’s Missing in Your Culture?;83
10.3.2;Application Activity 6.2: What Would a People-Centric Culture Look Like in Your Organization?;84
11;7: Leading Culture Change: Moving from Here to There;85
11.1;Why So Difficult?;86
11.2;Change Leadership 101;88
11.3;My Top Ten High Leverage Change Leadership Thoughts (Drum Roll Please);88
11.4;Application Activities;103
11.4.1;Application Activity 7.1: Critical Values;104
11.4.2;Application Activity 7.2: Your Force Field;106
11.4.3;Application Activity 7.3: One Team—One Process;108
11.5;Reference;108
12;8: Leading Self and Others to a More People-Centric Being;109
12.1;Leading Self: Becoming a More People-Centric Leader;109
12.2;The R-E-S-P-E-C-T Model of Leadership;111
12.2.1;_ _ _ _ _ C _;111
12.2.2;R _ _ _ _ C_;114
12.2.3;R E _ _ _ C _;115
12.2.4;R E S _ _ C _;115
12.2.5;R E S _ E C _;116
12.2.6;R E S P E C _;117
12.2.7;R E S P E C T;118
12.2.8;Summary;119
12.3;Leading Others: Earning the Right to Lead;119
12.3.1;So, How Full Is Your Container?;120
12.4;Application Activities;121
12.4.1;Application Activity 8.1: The R-E-S-P-E-C-T Model Acid Test;122
12.4.1.1;So, How Full Is Your Container?;123
12.4.2;Application Activity 8.2: People-Centric Model Feedback Form;124
12.4.3;Application Activity 8.3: People-Centric Leadership Feedback Form—Interpretation;125
12.4.4;Application Activity 8.4: Have You Earned the Right to Lead?;126
12.4.4.1;What Do You Think?;126
12.4.5;Application 8.5: Does Your Behavior Earn You the Right to Lead?;127
12.4.5.1;What Do You Do That Stands Out in Support of a People-Centric Culture?;127
12.5;References;128
13;9: Growing the Next Generation of People-Centric Leaders;129
13.1;What Can I Do to Develop People-Centric Leaders?;130
13.2;Capability Development;132
13.3;Moving Forward;137
13.4;Application Activities;138
13.4.1;Application Activity 9.1: Using Questions to Support Reflection;139
13.4.2;Application Activity 9.2: Coach?;140
13.5;References;141
14;10: Leading a Culture Change Revolution: Your Leadership Challenge;142
14.1;New Mindsets and Leadership;143
14.2;Application Activities;147
14.2.1;Application Activity 10.1: Turning Around “Can’t Do” Mindsets;148
14.2.2;Don’t Do This to Yourself!;148
14.3;Reference;149
15;11: Corporate Culture and People-Centric Leadership at Beryl: An Interview with Paul Spiegelman;150
15.1;Interview;152
15.2;Final Thoughts;159
15.3;Postscript;162
15.4;References;162
16;References;163
17;Index;166

1. Setting the Stage.- 2. Times Are a Changing – And So Is Everything Else.- 3. Our Mindsets: The Answer Has Been Hiding in Plain Sight.- 4. What Does it Mean to Be a Partner?.- 5. Balance Matters.- 6. Corporate Culture: It Takes More Than Donuts!.- 7. Leading Culture Change: Moving From Here to There.- 8. Leading Self and Others to a More People-Centric Being.- 9. Growing the Next Generation of People-Centric Leaders.- 10. Leading a Culture Change Revolution: Your Leadership Challenge.- 11. Corporate Culture and People-Centric Leadersihp at Beryl: An Interview with Paul Spiegelman.

Über Autor(innen)

Larry Peters is Professor Emeritus of Management & Leadership Development in the Neeley School of Business at Texas Christian University, USA. He is an award-winning instructor, scholar, and consultant. He has received four all-campus teaching awards and been honored for his career contributions to research by two professional associations. He was senior editor of the  Blackwell Encyclopedic Dictionary of Human Resources Management . Professionally, Dr. Peters has provided consulting, presentation, coaching, custom training design, training, meeting design, facilitation, and applied research services to business, non-profit and government organizations. He has worked extensively in the organizational development, change, leadership development, and interpersonal communications areas.