Collaborative leadership: building relationships, handling conflict, and sharing control
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
London
Routledge, Taylor & Francis Group
2013
|
| Ausgabe: | Second edition |
| Schlagworte: | |
| Online-Zugang: | TUM01 Volltext |
| Beschreibung: | "First published 2009 by Butterworth-Heinemann, an imprint of Elsevier" - Rückseite der Titelseite |
| Beschreibung: | 1 Online-Ressource (xiv, 234 Seiten) |
| ISBN: | 9781135079192 1135079196 9780203067505 |
Internformat
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| 100 | 1 | |a Archer, David |d 1961- |e Verfasser |0 (DE-588)103275494X |4 aut | |
| 245 | 1 | 0 | |a Collaborative leadership |b building relationships, handling conflict, and sharing control |c David Archer and Alex Cameron |
| 250 | |a Second edition | ||
| 264 | 1 | |a London |b Routledge, Taylor & Francis Group |c 2013 | |
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| 500 | |a "First published 2009 by Butterworth-Heinemann, an imprint of Elsevier" - Rückseite der Titelseite | ||
| 505 | 8 | |a 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 | |
| 505 | 8 | |a Be forensic about who you collaborate with and whySummary; 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 | |
| 505 | 8 | |a Measure the three legs of the stool -- governance, operations and behavioursKnow 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 | |
| 505 | 8 | |a Stage 3: maintenance -- keeping the machine running and improvingStage 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 | |
| 505 | 8 | |a Don't depend on old skills to meet a new challengeThe 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 | |
| 505 | 8 | |a Includes bibliographical references and index | |
| 505 | 8 | |a We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most. Archer and Cameron have been working in this field for over 10 years and were amongst the first business authors to define and explain Collaborative Leadership in their | |
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| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Public-private sector cooperation |2 fast | |
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| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Strategic alliances (Business) | |
| 650 | 4 | |a Business networks | |
| 650 | 4 | |a Public-private sector cooperation | |
| 700 | 1 | |a Cameron, Alex |d 1957- |e Sonstige |0 (DE-588)137008015 |4 oth | |
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Datensatz im Suchindex
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| author | Archer, David 1961- |
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| author_facet | Archer, David 1961- |
| author_role | aut |
| author_sort | Archer, David 1961- |
| author_variant | d a da |
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| contents | 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 whySummary; 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 behavioursKnow 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 improvingStage 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 challengeThe 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 Includes bibliographical references and index We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most. Archer and Cameron have been working in this field for over 10 years and were amongst the first business authors to define and explain Collaborative Leadership in their |
| ctrlnum | (ZDB-4-NLEBK)547241 (OCoLC)830160800 (DE-599)BVBBV042741792 |
| dewey-full | 658.4092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4092 |
| dewey-search | 658.4092 |
| dewey-sort | 3658.4092 |
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| discipline | Wirtschaftswissenschaften |
| edition | Second edition |
| format | Electronic eBook |
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| id | DE-604.BV042741792 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:08:37Z |
| institution | BVB |
| isbn | 9781135079192 1135079196 9780203067505 |
| language | English |
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| spelling | Archer, David 1961- Verfasser (DE-588)103275494X aut Collaborative leadership building relationships, handling conflict, and sharing control David Archer and Alex Cameron Second edition London Routledge, Taylor & Francis Group 2013 1 Online-Ressource (xiv, 234 Seiten) txt rdacontent c rdamedia cr rdacarrier "First published 2009 by Butterworth-Heinemann, an imprint of Elsevier" - Rückseite der Titelseite 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 whySummary; 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 behavioursKnow 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 improvingStage 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 challengeThe 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 Includes bibliographical references and index We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most. Archer and Cameron have been working in this field for over 10 years and were amongst the first business authors to define and explain Collaborative Leadership in their BUSINESS & ECONOMICS / Leadership bisacsh Business networks fast Leadership fast Public-private sector cooperation fast Strategic alliances (Business) fast Führung Wirtschaft Leadership Strategic alliances (Business) Business networks Public-private sector cooperation Cameron, Alex 1957- Sonstige (DE-588)137008015 oth Erscheint auch als Druck-Ausgabe, Hardcover 978-0-415-53948-7 Erscheint auch als Druck-Ausgabe, Paperback 978-0-415-53949-4 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=547241 Aggregator Volltext |
| spellingShingle | Archer, David 1961- Collaborative leadership building relationships, handling conflict, and sharing control 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 whySummary; 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 behavioursKnow 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 improvingStage 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 challengeThe 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 Includes bibliographical references and index We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most. Archer and Cameron have been working in this field for over 10 years and were amongst the first business authors to define and explain Collaborative Leadership in their BUSINESS & ECONOMICS / Leadership bisacsh Business networks fast Leadership fast Public-private sector cooperation fast Strategic alliances (Business) fast Führung Wirtschaft Leadership Strategic alliances (Business) Business networks Public-private sector cooperation |
| title | Collaborative leadership building relationships, handling conflict, and sharing control |
| title_auth | Collaborative leadership building relationships, handling conflict, and sharing control |
| title_exact_search | Collaborative leadership building relationships, handling conflict, and sharing control |
| title_full | Collaborative leadership building relationships, handling conflict, and sharing control David Archer and Alex Cameron |
| title_fullStr | Collaborative leadership building relationships, handling conflict, and sharing control David Archer and Alex Cameron |
| title_full_unstemmed | Collaborative leadership building relationships, handling conflict, and sharing control David Archer and Alex Cameron |
| title_short | Collaborative leadership |
| title_sort | collaborative leadership building relationships handling conflict and sharing control |
| title_sub | building relationships, handling conflict, and sharing control |
| topic | BUSINESS & ECONOMICS / Leadership bisacsh Business networks fast Leadership fast Public-private sector cooperation fast Strategic alliances (Business) fast Führung Wirtschaft Leadership Strategic alliances (Business) Business networks Public-private sector cooperation |
| topic_facet | BUSINESS & ECONOMICS / Leadership Business networks Leadership Public-private sector cooperation Strategic alliances (Business) Führung Wirtschaft |
| url | http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=547241 |
| work_keys_str_mv | AT archerdavid collaborativeleadershipbuildingrelationshipshandlingconflictandsharingcontrol AT cameronalex collaborativeleadershipbuildingrelationshipshandlingconflictandsharingcontrol |