Leadership And The Job Of The Executive
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Leadership And The Job Of The Executive
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Author : Jeffrey Barach
language : en
Publisher: Praeger
Release Date : 1996-08-20
Leadership And The Job Of The Executive written by Jeffrey Barach and has been published by Praeger this book supported file pdf, txt, epub, kindle and other format this book has been release on 1996-08-20 with Business & Economics categories.
Good management skills alone won't get executives and their organizations far enough. What is also needed is the seemingly indefinable, evanescent, quirky, and paradoxical quality called leadership. Leadership lies in the emotional side of management. It pumps life into organizations and gives meaning to management structures. Leadership is symbolic, charismatic, inspirational—no matter how it is defined, Barach and Eckhardt prove that it can be ^Ilearned^R. Their book is thus a solidly researched, readable assessment of what leadership actually is, its various dimensions, its place among other necessary executive skills, and how it can be nurtured and propagated. With examples from the worlds of business, politics, sports, and the military and buttressed by sound academic studies, Barach and Eckhardt succeed in making the concept of leadership come alive and—of greatest value to organizations and their people—useful. Barach and Eckhardt start by describing the emotional side of management, the paradoxical nature of leadership, and how it fits into the full set of executive responsibilities and skills. They go on to break leadership down into its 20 components. In chapters devoted to each component, they provide readers with well-documented descriptions of leadership's characteristics: desire, decisiveness, vision, integrity, anchoring, following, kinship, caring, inspiring, listening, telling, mentoring. They reassemble the parts and show how leadership works in Washington, D.C. Closing with a detailed discussion of the 6 most important leadership issues that Barach has identified in his decade-long study of the topic, the authors offer readers an opportunity to discover issues familiar to them personally, how to analyze them, and make use of the results.
Road To Ceo
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Author : Adams Media TBD
language : en
Publisher: Adams Media
Release Date : 2000-04-01
Road To Ceo written by Adams Media TBD and has been published by Adams Media this book supported file pdf, txt, epub, kindle and other format this book has been release on 2000-04-01 with Business & Economics categories.
"The world's leading recruiters identify the traits you need to make it to the top." -- Dust jacket.
42 Rules For Your New Leadership Role
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Author : Pam Fox Rollin
language : en
Publisher: Happy About
Release Date : 2012-08
42 Rules For Your New Leadership Role written by Pam Fox Rollin and has been published by Happy About this book supported file pdf, txt, epub, kindle and other format this book has been release on 2012-08 with Business & Economics categories.
Drawing from extensive interviews with corporate leaders and the author's 20 years as a strategy consultant and executive coach, these rules form an essential leadership manual.
Lessons Of Experience
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Author : Morgan W. Mccall
language : en
Publisher: Simon and Schuster
Release Date : 1988-07
Lessons Of Experience written by Morgan W. Mccall and has been published by Simon and Schuster this book supported file pdf, txt, epub, kindle and other format this book has been release on 1988-07 with Business & Economics categories.
How to learn from job assignments, fellow workers, hardships, successful executives, and how to evaluate developmental value of a job.
Your First 100 Days In A New Executive Job
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Author : Robert Hargrove
language : en
Publisher: Createspace Independent Publishing Platform
Release Date : 2011
Your First 100 Days In A New Executive Job written by Robert Hargrove and has been published by Createspace Independent Publishing Platform this book supported file pdf, txt, epub, kindle and other format this book has been release on 2011 with Executive ability categories.
"This book will help you seal your leadership, build a team of 'A' players, and have an impressive bottom-line impact before your first 100 days is up. It will take you through all the steps of successful executive onboarding. It will show you how to avoid pitfalls" -- Back cover.
The New Leader S 100 Day Action Plan
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Author : George B. Bradt
language : en
Publisher: John Wiley & Sons
Release Date : 2011-09-26
The New Leader S 100 Day Action Plan written by George B. Bradt and has been published by John Wiley & Sons this book supported file pdf, txt, epub, kindle and other format this book has been release on 2011-09-26 with Business & Economics categories.
The authoritative updated and revised action plan for leaders entering new roles Your first 100 days in a new leadership role are critical to the success of your mission, your relationship with your new team, and your career. Turnover is high among new leaders who "didn't work out" and the costs to them and their organizations are dramatic. The solution is for every new leader to have an "onboarding" plan. This updated and revised third edition of the bestseller The New Leader's 100-Day Action Plan delivers expert guidance to prepare executives for their new leadership roles, accelerate their results, and reduce turnover. With new chapters and sample action plans, the third edition: Helps you assess the internal political culture you'll be facing Explains why your new job doesn't start on "Day 1" but on the day you accept the offer--and how to use the valuable time before "Day 1" Explains the "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment Includes downloadable forms to help you plan Provides advice for your bosses—so they'll know how to help you succeed The third edition also includes a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders. Discover the right approach for your new role and engage your new colleagues by fully understanding the unwritten rules of the new context. The New Leader's 100-Day Action Plan helps deliver better results faster.
Riding Shotgun
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Author : Nathan Bennett
language : en
Publisher: Stanford University Press
Release Date : 2006-06-09
Riding Shotgun written by Nathan Bennett and has been published by Stanford University Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2006-06-09 with Business & Economics categories.
The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be—or are actually being tested as—the firm's CEO-elect. Despite all this, the COO role has not received much attention. Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors—a scholar and a consultant—develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book: On focusing on success "The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not."—Dan Rosensweig, COO Yahoo! On the relationship between the CEO and COO "Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best."—Craig Weatherup, Director, Starbucks, and former Chairman, Pepsi On the challenges of transitioning into the COO role "If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either."—Shantanu Narayen, COO, Adobe Systems Additional Quotes: "Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together."—Jim Williams, Partner, Texas Pacific Group "The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design."—Dale Morrison, President & Chief Executive Officer, McCain Foods Limited "The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure."—John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group "The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources industry. Getting the right person on board and making sure that they are set up for success is critical. The information presented in this book is long overdue and will certainly help CEOs and Boards successfully design and implement the COO position."—Charles (Chip) Goodyear, Chief Executive Officer, BHP Billiton "With the recent emphasis on enterprise performance and CEO succession planning, this book is a must-read for board members and executives who want to drive leadership capability and ensure sustained performance in their companies."—Carlos Cardoso, Chief Executive, Kennametal Inc. "Under a weak CEO, the job is nothing short of agony. Under a great CEO, the COO's job is the best in the world-grounded in execution and performance metrics."—Paula Rosput Reynolds, President and Chief Executive Officer, Safeco Corp. "The takeaways in this book are critical to anyone whose work touches that of the COO—CEOs, boards, top managers—COOs themselves. That said, a great deal of the lessons herein will help any one more effectively manage their relationship with their boss or their number two—wherever they sit in an organization."—Kevin Cox, Executive Vice President, Human Resources and Quality, American Express Financial Services, Inc. "What makes for a successful relationship between the CEO and chief operating officer? Why do there seem to be so many examples where it just doesn't work as intended? Miles and Bennett offer well thought through perspectives on the factors which influence the success or failure of the chief operating officer role in today's corporation, supported by candid interviews with a number of well-known leaders. The result is a highly readable book which will help those considering creating such a role to go into it with their eyes wide open."—Lucien Alziari, Senior Vice President, Human Resources, Avon Products, Inc. For more information, please visit the Riding Shotgun website.
The New Leader S 100 Day Action Plan
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Author : George B. Bradt
language : en
Publisher: John Wiley & Sons
Release Date : 2016-02-01
The New Leader S 100 Day Action Plan written by George B. Bradt and has been published by John Wiley & Sons this book supported file pdf, txt, epub, kindle and other format this book has been release on 2016-02-01 with Business & Economics categories.
Entering a new leadership role? Leading a reorganization or integrating teams? Get better results faster by building and implementing your 100-Day Action Plan Your first 100 days in a new leadership position are critical, as they set the foundation for your team's success going forward. The New Leader's 100-Day Action Plan helps you start gaining traction even before your first day in a new job. The playbook gives you a concrete strategy for getting a fast start—engaging the culture, setting direction, aligning the team, avoiding common missteps, and delivering results. This new fourth edition has been updated with new graphics and downloadable tools, and expanded with new information learned from real-world clients over the past twelve years. Many organizations, regardless of size, industry, or geography, realize that it is strategically imperative to effectively onboard leaders into new roles and combine teams during M&A and reorganization. New thinking for new teams provides ways to get quick results with key business initiatives, and new discussions on cultural fit and evolution to help you better contribute to your organization's success. Updated stories and case studies provide real-life glimpses at how successful leaders navigate tricky situations, and extensive online tools point you toward additional resources as the need arises. 40 percent of new leaders fail within the first eighteen months on the job. When a new leader drops the ball, it's at the expense of the team, the organization, and the leader's track record. Successful leaders start leading and delivering immediately. This book shows you how to start getting results right away and dramatically increase your chances for success—by systematically shaping your leadership with intent. Take control from the start Expect the surprises and avoid the mistakes Manage your message and shape culture Set direction and build an aligned leadership team Fuel momentum and deliver results Your new leadership role begins the moment you accept the offer, the deal is done, or the re-organization is announced. The New Leader's 100-Day Action Plan gives you a concrete framework for successful leadership and a clear roadmap to the critical first 100 days.
Executive Selection
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Author : Valerie I. Sessa
language : en
Publisher:
Release Date : 1998
Executive Selection written by Valerie I. Sessa and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 1998 with Business & Economics categories.
This book presents a study that examined the apparent failures of many top-level executive selections. For the study, information was gathered from 494 top executives. The research's purpose was to determine how executives are defined as successful or unsuccessful, how executive selection takes place in modern organizations, and what determines whether companies look inside or outside for a successor. These questions were addressed through an organizing framework that outlined the domains related to executive selections. These domains were developed by combining what is known about selection at lower levels in the organization with the differences and special needs of selection within the top ranks of the organization. The results indicate that performance measures--how one does the job--do not differentiate between successful and unsuccessful executives. In addition, selection processes are related to the eventual success or failure of executives according to the explicitness of organizational needs, position requirements, and who is selected to be in the candidate pool. The study also found that internal selection processes differ from external selection processes in terms of organizational needs, position requirement, and other factors. Selection processes vary in length of process and number of candidates considered. Two appendices present the study protocols and limitations. (Contains 40 figures and 40 references.) (RJM)
Chief Executive Team
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Author : Ricardo J. Vargas
language : en
Publisher:
Release Date : 2021-03
Chief Executive Team written by Ricardo J. Vargas and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2021-03 with categories.
EXECUTIVE TEAM EFFECTIVENESS IS THE ELEPHANT IN THE ROOM. If you could change the way one team interacts, to make the most impact on the company, which would you choose? The Agile team? The R&D team? The sales team? The Executive Team has the power to maximize or destroy the work of any other team in the company, including itself. But top executives don't consider themselves a team, because usually they don't function as one. Executive teams tend to be the worst team in the company, exactly where you need the best one. Chief Executive Team answers the Why, the How and the What of effective executive teams. It will give you: Insight into the positive and negative dynamics of your executive team. A diagnosis of where you stand and what you can do to increase impact, influence and position as a leader. Tips to neutralize the structural causes that ruin the effectiveness of executive groups. A step-by-step process to improve the effectiveness of leadership teams: The 6P's of Executive Teams(R). -A method to improve your company's financial, innovation performance and employee engagement KPIs. A framework to take your executive team from good to great. You need a Chief Executive Team because you can't afford not having one. Business as usual drains money, ideas, engagement, and creates the wrong performance culture in the company. We have the wrong CEO job description. Know-it-all and do-it-all are not success factors. Quite the opposite. It's time for a transformation of leadership. Start yours.