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Written by David Dotlich and Peter Cairo-- two of the country's top executive coaches and educators-- Unnatural Leadership debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people…mehr
Written by David Dotlich and Peter Cairo-- two of the country's top executive coaches and educators-- Unnatural Leadership debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations, a style that maximizes a leader's strengths and acknowledges weaknesses.
DAVID L. DOTLICH, former executive vice president of Honeywell and Groupe Bull, is a partner of CDR International (www.cdrintl.com) and coauthor of Action Learning (Jossey-Bass, 1998) and Action Coaching (Jossey-Bass, 1999), both of which identify breakthrough ways to develop leaders and are used by companies throughout the world. He is a business adviser, educator, and coach to top executives of Johnson & Johnson, Intel, Siemens, Bank of America, Novartis, Sun Microsystems, The Gap, Nike, Sprint, Washington Mutal, and more. PETER C. CAIRO, former chair of the Department of Organizational and Counseling Psychology at Columbia University, specializes in the areas of leadership development, executive coaching, and business effectiveness. He is a partner of CDR International (www.cdrintl.com). His clients include Andersen, Avon, Bank of America, Colgate Palmolive, Lilly, and Merck. He is coauthor of Action Coaching (Jossey-Bass, 1999).
Inhaltsangabe
Foreword ix Stephen H. Rhinesmith Preface xv Acknowledgments xvii Introduction 1 Part One: The Importance of Unnatural Leadership 1 Ten Unnatural Acts 11 Exercise: Assessing Your Unnatural Leadership 29 2 Adapting to an Increasingly Unnatural Environment 31 Exercise: Breaking the Rules of Natural Leadership 46 3 Resistance Factors 47 Exercise: Assessing Your Resistance to Unnatural Leadership 66 Part Two: Personal Challenges for the Unnatural Leader 4 Refuse to Be a Prisoner of Experience 71 Exercise: Refusing to Be a Prisoner of Experience 86 5 Expose Your Vulnerabilities 89 Exercise: Exposing Your Vulnerabilities 102 6 Acknowledge Your Shadow Side 107 Exercise: Acknowledging Your Shadow Side 122 7 Develop a Right-Versus-Right Decision-Making Mentality 125 Exercise: A Tool for Developing an Unnatural Decision-Making Mentality 137 Part Three: Leading Teams as an Unnatural Leader 8 Create Teams That Create Discomfort 141 Exercise: Creating Teams That Create Discomfort 158 9 Trust Others Before They Earn It 161 Exercise: Trusting Others Before They Earn It 174 10 Coach and Teach Rather Than Lead and Inspire 177 Exercise: Coaching and Teaching Rather Than Leading and Inspiring 188 Part Four: Leading the Organization as an Unnatural Leader 11 Connect Instead of Create 193 Exercise: Connecting Instead of Creating 206 12 Give Up Some Control 209 Exercise: Giving Up Some Control 221 13 Challenge the Conventional Wisdom 225 Exercise: Challenging the Conventional Wisdom 239 14 Giving Yourself Unnatural Options 243 Bibliography 251 Index 257 About the Authors 267
Foreword ix Stephen H. Rhinesmith Preface xv Acknowledgments xvii Introduction 1 Part One: The Importance of Unnatural Leadership 1 Ten Unnatural Acts 11 Exercise: Assessing Your Unnatural Leadership 29 2 Adapting to an Increasingly Unnatural Environment 31 Exercise: Breaking the Rules of Natural Leadership 46 3 Resistance Factors 47 Exercise: Assessing Your Resistance to Unnatural Leadership 66 Part Two: Personal Challenges for the Unnatural Leader 4 Refuse to Be a Prisoner of Experience 71 Exercise: Refusing to Be a Prisoner of Experience 86 5 Expose Your Vulnerabilities 89 Exercise: Exposing Your Vulnerabilities 102 6 Acknowledge Your Shadow Side 107 Exercise: Acknowledging Your Shadow Side 122 7 Develop a Right-Versus-Right Decision-Making Mentality 125 Exercise: A Tool for Developing an Unnatural Decision-Making Mentality 137 Part Three: Leading Teams as an Unnatural Leader 8 Create Teams That Create Discomfort 141 Exercise: Creating Teams That Create Discomfort 158 9 Trust Others Before They Earn It 161 Exercise: Trusting Others Before They Earn It 174 10 Coach and Teach Rather Than Lead and Inspire 177 Exercise: Coaching and Teaching Rather Than Leading and Inspiring 188 Part Four: Leading the Organization as an Unnatural Leader 11 Connect Instead of Create 193 Exercise: Connecting Instead of Creating 206 12 Give Up Some Control 209 Exercise: Giving Up Some Control 221 13 Challenge the Conventional Wisdom 225 Exercise: Challenging the Conventional Wisdom 239 14 Giving Yourself Unnatural Options 243 Bibliography 251 Index 257 About the Authors 267
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