Leadership landscapes:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Basingstoke [u.a.]
Palgrave Macmillan
2008
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturangaben |
| Physical Description: | XIV, 158 S. Ill., graph. Darst., Kt. |
| ISBN: | 0230525695 9780230525696 |
Staff View
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| 100 | 1 | |a Cummings, Tom |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Leadership landscapes |c Tom Cummings and Jim Keen |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a Basingstoke [u.a.] |b Palgrave Macmillan |c 2008 | |
| 300 | |a XIV, 158 S. |b Ill., graph. Darst., Kt. | ||
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| 500 | |a Literaturangaben | ||
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Business networks | |
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Record in the Search Index
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| adam_text | TABLE OF CONTENTS
Preface Vlll
Acknowledgements xiv
1 Introduction 1
1.1 A considered approach 3
1.2 Two main ideas 4
1.3 Seeing, being, and doing 5
2 Leadership Landscapes 7
2.1 Leadership is relational 8
2.2 Leadership landscapes master perspective 10
2.3 The most valuable leadership currency:
leadership attention units 13
2.4 Functions of the leadership landscapes
perspective 13
2.4.1 Atlas function 14
2.4.2 Navigator function 15
2.4.3 Presencing device 15
2.4.4 Zooming lens function 16
2.4.5 Balancing function 16
2.5 Case study 17
2.5.1 Case: outsourcing 19
2.6 Integrated leadership 23
2.6.1 Roots of integration 25
3 The Equanimity Shift to Dynamic Balance 29
3.1 The pieces of equanimity 33
3.1.1 An eye for possibility 35
3.1.2 Refraining 36
3.1.3 Being present and projecting
presence 39
3.1.4 Recovering oneself 40
3.1.5 Enduring commitment 41
3.2 The whole of eauanimitv 44
vi TABLE OF CONTENTS
4 Leadership Seeing: How We Enact an
Eye for Possibility and Reframe 45
4.1 Eye for Possibility 46
4.2 Sharpening an Eye for Possibility 48
4.3 The art of reframing 50
4.4 Key principles of reframing 54
4.4.1 Key principle 1: honoring diversity 55
4.4.1.1 The explorer mentality 56
4.4.1.2 Team diversity 57
4.4.1.3 Failing diversity 59
4.4.2 Key principle 2: the safe space to create 61
4.5 Working across the landscapes 63
5 Leadership Being: Commitment 67
5.1 Enduring Commitment 68
5.2 Episodic Commitment 68
5.3 Immediate Intent 69
5.4 Common Fire 70
5.5 Working with commitment 71
5.6 Sustaining commitments 72
6 Leadership Doing: How We Recover and
Radiate Presence 77
6.1 Action and decision taking 80
6.2 Making conscious decisions (or not), and the
risk of slipping into irrecoverable territory 81
6.3 Being Present and Projecting Presence 84
6.3.1 Presence in relationship to
leadership landscapes 84
6.4 Recovery 87
6.4.1 The remarkable Dr Juan Rada 88
7 Moments of Truth: Putting It to Practice 95
7.1 Recognizing Moments of Truth 96
7.2 Rising to the leadership challenge in our
Moments of Truth 99
7.2.1 Seeing 100
7.2.2 Being 101
7.2.3 Doing 102
8 Toward Mastery: How to Do This? 105
8.1 Mastery 106
8.2 Practice 107
TABLE OF CONTENTS vii
8.3 Practice 1: Landscape balancing diagnostic 110
8.3.1 Leadership landscapes default behavior 112
8.4 Practice 2: Inquiry mapping 114
8.4.1 Step 1: discover issues 114
8.4.2 Step 2: cluster per landscape 115
8.4.3 Step 3: create dimensions 115
8.4.4 Step 4: discuss dimensions and relations 116
8.4.5 Why inquiry mapping? 118
8.4.6 Optional extensions 118
8.4.7 Examples of inquiry mapping and
powerful dimensions 119
8.4.8 Why is this technique any different from
just brainstorming or other workshop tools? 120
8.5 Practice 3: The Reflective Moment 121
8.5.1 Personal reflection 124
8.6 Practice 4: Conversational partnerships 125
8.6.1 Margaret Mead and Gregory Bateson 125
8.6.2 Steve Jobs and Steve Wozniak 127
8.6.3 Initiating conversational partnerships 129
8.6.4 Coaching as conversational partnership
for reflective practice 130
8.7 Practice 5: FutureFacts 132
8.7.1 Phase 1: creating futurefacts 133
8.7.2 Phase 2: storyboarding futures 133
8.7.3 Phase 3: drawing implications 134
Classical Illustration 137
9.1 The Northwest Passage 138
9.2 The man who ate his boots 140
9.3 Franklin s perspective 141
9.4 Amundsen s breakthrough 142
Notes 149
Index 153
|
| adam_txt |
TABLE OF CONTENTS
Preface Vlll
Acknowledgements xiv
1 Introduction 1
1.1 A "considered" approach 3
1.2 Two main ideas 4
1.3 Seeing, being, and doing 5
2 Leadership Landscapes 7
2.1 Leadership is relational 8
2.2 Leadership landscapes master perspective 10
2.3 The most valuable leadership currency:
leadership attention units 13
2.4 Functions of the leadership landscapes
perspective 13
2.4.1 Atlas function 14
2.4.2 Navigator function 15
2.4.3 Presencing device 15
2.4.4 Zooming lens function 16
2.4.5 Balancing function 16
2.5 Case study 17
2.5.1 Case: outsourcing 19
2.6 Integrated leadership 23
2.6.1 Roots of integration 25
3 The Equanimity Shift to Dynamic Balance 29
3.1 The pieces of equanimity 33
3.1.1 An eye for possibility 35
3.1.2 Refraining 36
3.1.3 Being present and projecting
presence 39
3.1.4 Recovering oneself 40
3.1.5 Enduring commitment 41
3.2 The whole of eauanimitv 44
vi TABLE OF CONTENTS
4 Leadership Seeing: How We Enact an
Eye for Possibility and Reframe 45
4.1 Eye for Possibility 46
4.2 Sharpening an Eye for Possibility 48
4.3 The art of reframing 50
4.4 Key principles of reframing 54
4.4.1 Key principle 1: honoring diversity 55
4.4.1.1 The explorer mentality 56
4.4.1.2 Team diversity 57
4.4.1.3 Failing diversity 59
4.4.2 Key principle 2: the safe space to create 61
4.5 Working across the landscapes 63
5 Leadership Being: Commitment 67
5.1 Enduring Commitment 68
5.2 Episodic Commitment 68
5.3 Immediate Intent 69
5.4 Common Fire 70
5.5 Working with commitment 71
5.6 Sustaining commitments 72
6 Leadership Doing: How We Recover and
Radiate Presence 77
6.1 Action and decision taking 80
6.2 Making conscious decisions (or not), and the
risk of slipping into irrecoverable territory 81
6.3 Being Present and Projecting Presence 84
6.3.1 Presence in relationship to
leadership landscapes 84
6.4 Recovery 87
6.4.1 The remarkable Dr Juan Rada 88
7 Moments of Truth: Putting It to Practice 95
7.1 Recognizing Moments of Truth 96
7.2 Rising to the leadership challenge in our
Moments of Truth 99
7.2.1 Seeing 100
7.2.2 Being 101
7.2.3 Doing 102
8 Toward Mastery: How to Do This? 105
8.1 Mastery 106
8.2 Practice 107
TABLE OF CONTENTS vii
8.3 Practice 1: Landscape balancing diagnostic 110
8.3.1 Leadership landscapes default behavior 112
8.4 Practice 2: Inquiry mapping 114
8.4.1 Step 1: discover issues 114
8.4.2 Step 2: cluster per landscape 115
8.4.3 Step 3: create dimensions 115
8.4.4 Step 4: discuss dimensions and relations 116
8.4.5 Why inquiry mapping? 118
8.4.6 Optional extensions 118
8.4.7 Examples of inquiry mapping and
powerful dimensions 119
8.4.8 Why is this technique any different from
just brainstorming or other workshop tools? 120
8.5 Practice 3: The Reflective Moment 121
8.5.1 Personal reflection 124
8.6 Practice 4: Conversational partnerships 125
8.6.1 Margaret Mead and Gregory Bateson 125
8.6.2 Steve Jobs and Steve Wozniak 127
8.6.3 Initiating conversational partnerships 129
8.6.4 Coaching as conversational partnership
for reflective practice 130
8.7 Practice 5: FutureFacts 132
8.7.1 Phase 1: creating futurefacts 133
8.7.2 Phase 2: storyboarding futures 133
8.7.3 Phase 3: drawing implications 134
Classical Illustration 137
9.1 The Northwest Passage 138
9.2 The man who ate his boots 140
9.3 Franklin's perspective 141
9.4 Amundsen's breakthrough 142
Notes 149
Index 153 |
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| index_date | 2024-07-02T21:38:42Z |
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| isbn | 0230525695 9780230525696 |
| language | English |
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| spelling | Cummings, Tom Verfasser aut Leadership landscapes Tom Cummings and Jim Keen 1. publ. Basingstoke [u.a.] Palgrave Macmillan 2008 XIV, 158 S. Ill., graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Führung Business networks Interorganizational relations Leadership Management (DE-588)4037278-9 gnd rswk-swf Führungstheorie (DE-588)4247909-5 gnd rswk-swf Führungstheorie (DE-588)4247909-5 s Management (DE-588)4037278-9 s DE-604 Keen, Jim Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016665122&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cummings, Tom Keen, Jim Leadership landscapes Führung Business networks Interorganizational relations Leadership Management (DE-588)4037278-9 gnd Führungstheorie (DE-588)4247909-5 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4247909-5 |
| title | Leadership landscapes |
| title_auth | Leadership landscapes |
| title_exact_search | Leadership landscapes |
| title_exact_search_txtP | Leadership landscapes |
| title_full | Leadership landscapes Tom Cummings and Jim Keen |
| title_fullStr | Leadership landscapes Tom Cummings and Jim Keen |
| title_full_unstemmed | Leadership landscapes Tom Cummings and Jim Keen |
| title_short | Leadership landscapes |
| title_sort | leadership landscapes |
| topic | Führung Business networks Interorganizational relations Leadership Management (DE-588)4037278-9 gnd Führungstheorie (DE-588)4247909-5 gnd |
| topic_facet | Führung Business networks Interorganizational relations Leadership Management Führungstheorie |
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