Format:
1 online resource (257 pages)
Edition:
2nd ed.
ISBN:
9780415539487
,
9781135079192
Content:
Drawing on the new challenges that leaders face such as responding to Eurozone financial contagion, the growth of social networks, and the rise of Asian competitors, this fully updated and re-structured text provides an easily accessible 'how-to guide' for collaborative leadership in the private and public sector. This fully revised, updated and re-structured text gives business leaders, managers and undergraduate and postgraduate students of management studies the techniques and confidence to manage complex collaborative relationships in a sustainable way. It also acts as a guide for other professionals who are responsible for developing leadership capability in their own organizations
Note:
Cover -- Title -- Copyright -- CONTENTS -- List of illustrations -- Foreword -- Acknowledgements -- Introduction -- 1 Interdependence and its consequences for leaders -- Past performance does not guarantee future success -- The leadership response -- Defining collaborative leadership -- Why this is hard - an evolutionary parallel -- Applications of collaborative leadership -- Summary -- PART 1 Tools for collaboration -- 2 The collaboration spectrum -- Quantifying collaboration -- Transactional, symbiotic or mutual -- Points of interdependence: look out for the platform edge -- The collaboration spectrum in practice -- Be forensic about who you collaborate with and why -- Summary -- 3 The three-legged stool - governance, operations and behaviours -- The foundations of successful collaboration -- The three-legged stool -- What do leaders need to pay attention to and why? -- The first leg: governance -- The second leg: operations -- The third leg: behaviours -- Interactions between governance, operations and behaviours -- Summary -- 4 Measuring collaboration -- You get what you measure -- The rear-view mirror only looks one way -- A measurement compass - with eight directions -- Measure the three legs of the stool - governance, operations and behaviours -- Know when to escalate a problem -- Summary -- 5 Analysing different organizational cultures -- They just don't understand us -- Getting to grips with organizational culture -- Analysing culture and collaboration styles: the organizational partnering indicator -- The 16 types of organization -- Avoiding the lure of community -- When cultures collide -- Summary -- 6 The partnership roadmap -- A beginning, a middle and an end -- Stage 1: selection - fit for the future -- Stage 2: transition - suspend judgement -- Stage 3: maintenance - keeping the machine running and improving
,
Notes -- Index
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Stage 4: ending - don't burn your bridges -- Summary -- PART 2 The collaborative leader in action -- 7 Secrets of success - conversations with collaborative leaders -- A personal leadership journey -- Make it matter - for everyone -- Don't blame when things go wrong -- Put yourself in other people's shoes -- Patience is a virtue -- Share the credit, share the load -- Exercise your inner steel -- The six skills and attitudes of a collaborative leader -- The chance to make your mark -- Summary -- 8 Why some collaborative leaders fail -- Don't depend on old skills to meet a new challenge -- The control freak -- The idealist -- The incrementalist -- The selfish high achiever -- Recognizing the need for new skills -- Summary -- 9 Collaborative leaders in the boardroom -- Leaders need to work with Boards -- The role of the Board -- Lessons on Board collaboration -- A brief history of corporate governance codes -- How Boards are expected to behave -- Analysing Board dynamics -- How collaborative leaders contribute to Board performance -- Other Boards -- Summary -- 10 Relationship risk -- The challenges of managing risk in collaborative relationships -- The paradox of shared control -- Three myths of relationship risk management -- Beware the risk register -- Understanding different attitudes to risk -- Addressing relationship risk - areas for action -- Summary -- 11 Conflict and the collaborative leader -- Conflict is inevitable -- Handling conflict is the leader's priority -- Identify the reasons for conflict -- Addressing conflict -- Understanding your own relationship to conflict -- Summary -- 12 The future collaborative leader -- Lessons from the past -- The three-legged stool - governance, operations and behaviours -- The impact of future trends -- The consequences of these trends for collaborative leaders -- A manifesto for the collaborative leader
Additional Edition:
Print version Archer, David Collaborative Leadership Oxford : Taylor & Francis Group,c2013 ISBN 9780415539487
Language:
English
Keywords:
Electronic books
URL:
FULL
((OIS Credentials Required))
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