基本説明
Examines indirect leadership - the leadership of organizations.
Full Description
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.
Contents
Chapter 2 Structuring the Organization for Leadership Development.
Chapter 3 Developing Organizational Capacity for Leadership.
Chapter 4 Nestlé on the Move: Evolving Human Resources Approaches for Company Success.
Chapter 5 Strategic Leadership, Organizational Learning, and Network Ties.
Chapter 6 Creating, Growing and Protecting Knowledge-Based Competence: The Case of Sharp's LCD Business.
Chapter 7 Strategic Leadership as Management of Meanings.
Chapter 8 Managing Meanings in Times of Crisis and Recovery: CEO Prevention-Oriented Leadership.
Chapter 9 Positive Strategic Leadership: Lessons from a University President.
Chapter 10 The Dark Side of Discretion: Leader Personality and Organizational Decline.
Chapter 11 Viral Strategic Leadership and Organizational Consequences: Is Your Healthy.
Chapter 12 The Positive Discretion of Leadership: Providing Structures for Organizational Transformation and Success.
Chapter 13 Cascading Vision for Real Commitment.
Chapter 14 Cascading Must-Win Battles at Carlsberg.
Chapter 15 A Journey from a Traditional to a New Learning Model using Cascading Leadership.
Chapter 16 Complexity and Strategic Leadership.
Chapter 17 Leading through Strategy, Structures and Systems: Concluding Thoughts.
List of Contributors.
About the Authors.
Author Index.
Subject Index.
Chapter 1 Being There Even When You are Not: The Leadership of.
Part I: Developing Leadership Capacity.
Part II: Knowledge Management.
Part III: Managing Meaning.
Part IV: Leadership Discretion.
Part V: Translating the Leadership of Organizations into the Leadership in Organizations.
Part VI: Leadership in Complex Environments.
Acknowledgments.
Dedications.
