Being there even when you are not leading through strategy, structures, and systems

Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on...

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Bibliographic Details
Other Authors: Hooijberg, Robert.
Format: eBook
Language: English
Published: Bingley, U.K. : Emerald, 2007.
Series: Monographs in leadership and management ; v. 4.
Subjects:
Leadership.
Organizational change.
elektronické knihy
electronic books
ISBN: 9786611049089
Physical Description: 1 online zdroj (xii, 319 p.) : ill.

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Table of contents

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020 |a 9786611049089  |q (ebook) 
040 |a UtOrBLW  |c UtOrBLW  |b cze  |d ZLD002 
080 |a 658 
245 0 0 |a Being there even when you are not  |h [elektronický zdroj] :  |b leading through strategy, structures, and systems /  |c edited by Robert Hooijberg ... [et al.]. 
260 |a Bingley, U.K. :  |b Emerald,  |c 2007. 
300 |a 1 online zdroj (xii, 319 p.) :  |b ill. 
490 1 |a Monographs in leadership and management,  |x 1479-3571 ;  |v v. 4 
500 |a Includes indexes. 
505 0 |a ch. 1 Being there even when you are not : the leadership of / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberly B. Boal -- ch. 2. Structuring the organization for leadership development / David V. Day -- ch. 3. Developing organizational capacity for leadership / Ellen Van Velsor, Patricia M.G. O'Connor -- ch. 4. Nestlé on the move : evolving human resources approaches for company success / Paul V. Broeckx, Robert Hooijberg -- ch. 5. Strategic leadership, organizational learning, and network ties / Kimberly B. Boal -- ch. 6. Creating, growing and protecting knowledge-based competence : the case of Sharp's LCD business / Kazuo Ichijo -- ch. 7. Strategic leadership as management of meanings / Boas Shamir -- ch. 8. Managing meanings in times of crisis and recovery : CEO prevention-oriented leadership / Heike Bruch, Boas Shamir, Galit Eilam-Shamir -- ch. 9. Positive strategic leadership : lessons from a university president / Gretchen M. Spreitzer, Mary Sue Coleman, Daniel A. Gruber -- ch. 10. The dark side of discretion : leader personality and organizational decline / Robert B. Kaiser, Robert Hogan -- ch. 11. Viral strategic leadership and organizational consequences : is your healthy / Timo J. Santalainen, B.R. Baliga -- ch. 12. The positive discretion of leadership : providing structures for organizational transformation and success / Corey Billington, Michèle Barnett Berg -- ch. 13. Cascading vision for real commitment / John Antonakis, Robert Hooijberg -- ch. 14. Cascading must-win battles at Carlsberg / Thomas Malnight, Tracey Keys -- ch. 15. A journey from a traditional to a new learning model using cascading leadership / Luc Verburgh, Nancy Lane -- ch. 16. Complexity and strategic leadership / Russ Marion, Mary Uhl-Bien -- ch. 17. Leading through strategy, structures and systems : concluding thoughts / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberley B. Boal. 
520 |a Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an architect.In this role as strategic architect, we examine how top-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the darker side of leader discretion to show the deleterious consequences of leader power. Finally, we examine the complex nature of organizations and the roles of leaders in adapting the organization to the environment in which it operates. The six major sections in this book coincide with these aspects of the leaders architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples.The sixth section explores the relationship between complexity theory and strategic leadership. It examines indirect leadership - the leadership OF organizations. It explores how leaders exercise leadership indirectly through structures, processes and systems that stimulate others to contribute to organizational goals. It contains six major sections: leadership development, knowledge management, influencing and shaping meaning, leader discretion, vision cascading, and complexity theory and the networked organization. 
504 |a Obsahuje bibliografie 
506 |a Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty univerzity 
650 4 |a Leadership. 
650 4 |a Organizational change. 
655 7 |a elektronické knihy  |7 fd186907  |2 czenas 
655 9 |a electronic books  |2 eczenas 
700 1 |a Hooijberg, Robert. 
776 1 |z 9780762313327 
830 0 |a Monographs in leadership and management ;  |v v. 4. 
856 4 0 |u https://proxy.k.utb.cz/login?url=http://www.emeraldinsight.com/1479-3571/4  |y Plný text 
992 |a BK  |c EBOOK-TN  |c BME 
999 |c 70182  |d 70182 

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