Progressive Leadership: Challenging the Theory of the Firm in the 21st Century
Progressive Leadershipaddresses the diminishing and increasingly dysfunctional contribution of firm leadership in the operational effectiveness, performance, and survival of the firm in the business context of the twenty-first century
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Progressive Leadershipaddresses the diminishing and increasingly dysfunctional contribution of firm leadership in the operational effectiveness, performance, and survival of the firm in the business context of the twenty-first century |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (308 Seiten) |
| ISBN: | 9781838675677 |
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| 505 | 8 | |a Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Preface -- Acknowledgements -- Introduction -- What's this Book about? -- What's the Problem? -- Dominant Logic 'Creep' -- What Do We Mean by the Term 'Progressive'? -- Urgent and Major Surgery to the Body Corporate -- Replace the Hollow Men -- Dare to Be a Leader -- First, They Ignore You -- Think Driverless Car -- The Road Ahead -- Part I-Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context -- Chapter 1-Resist Malignant Normality -- The Ides of March are Upon Us -- The Irrelevance of Leadership -- Acknowledge Malignant Normality -- Time for a Leadership Reality Check -- The Times They are A-Changing -- We are the Hollow Men -- The Licence to Lead Must be Earned Once More -- Let's Get with the Programme -- Chapter 2-Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership -- Time to Question the Fundamental Drivers Which Direct Leadership Priorities -- Capitalism and Leadership Re-modelled for the Twenty-first Century -- Leaders Must Acknowledge that They Now Require More than a Spanner -- Open the Mind, Loosen Control and Unleash Creativity and Collaboration -- Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect -- Part II-Let's Lay the Foundations for Effective Firm Leadership -- Chapter 3-A Theory of the Firm for Today and Tomorrow -- Time to Address Issues of Governance -- Leaders Must Address the Disparity Between Dominant Principles and Operational Reality -- Unpicking the Theory of the Firm - Who is Really Running the Show? -- The Law and the Theory of the Firm -- Towards a More Relevant Theory of the Firm -- The New Firm Dynamic -- Chapter 4-Let's Think More about the Psychology of Leadership | |
| 505 | 8 | |a Fundamental Leadership Issues are Cross-Disciplinary and Endemic -- The Absurdity, Glory and Complexity of 'Real' Leadership -- Get with the Programme -- 'Utility' and the Prospect Theory -- Should I Care about What People are Really Thinking? -- Psychological Drivers and Effective Operational Leadership -- Experts are Human Too -- Identity as a Driver of Operational Effectiveness -- Curiosity -- Disadvantageous Inequality -- Irrational and Visceral Behaviour -- In a Nutshell -- Chapter 5-Get a Feel for the Dynamic of the Progressive Leadership Psychology -- The Creation of a 'Blended Value Proposition' -- Accept the Changing Firm and Leadership Dynamic -- (a) Let's Drill Down to the Substrate -- (b) Regain Leadership Legitimacy -- (c) True leaders of today and tomorrow are essentially sense-makers -- (d) Effective Sense-makers Visualise Impact Down to the 'floor' -- (e) Take the oath and address the failure to thrive -- Address Operational Issues Which are Recognised as a Progressive Statement -- (a) Progressive leadership means less A--holes -- (b) Be prepared to resolve 'wicked' problems through enhanced Psychological Capabilities -- (c) Leaders must be willing to Lose to Succeed -- (d) Listen to the voices -- Progressive Leadership Can/Must Also Germinate at the Apex of the Firm -- A Multi-disciplinary, Integral Leadership Logic -- Part III-No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms -- Chapter 6-Insights into Progressive Leaders' Perspectives and Priorities -- What's the Secret of Firm Longevity? - Progressive is Not New -- Progressive Leadership is about the Genes, Experiences and Reflections of the Individual -- Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic -- The nature and nurture of the progressive leader -- The impact of psychological drivers on key leadership decisions | |
| 505 | 8 | |a People make the difference -- Holistic, Integral and Progressive Leadership Makes Good Business Sense -- Don't Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter -- Chapter 7-No Need to Re-invent the Wheel: Progressive Firm Profiles -- Let's Re-construct the Pyramid -- Change the Record -- Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation -- Firm Profile 1: Cordant Group - Multi-Sector -- Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism -- The Application of a Progressive Leadership Logic -- Reality Bites - Fast -- Firm Profile 2: Danfoss A/S - Engineering Solutions -- The Longer View: Courage and Sustainability for Optimal Performance -- Ownership, Control and Governance -- The Bitten & -- Mads Clausen Foundation -- Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals & -- Health Care -- Pencil Profile -- History and Founder Motivations -- The Novo Nordisk Way - The Essentials -- Share and Ownership Structure - An Holistic and Integral Perspective -- Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services -- 'Progressive' Is Not Related to Time, But Rather to Mindset -- Robert Bosch Defines Long-Term Firm Values, Priorities and Culture -- Ownership, Priorities and Separation of Power -- Closing Comments -- Part IV-I Am Spartacus!! Am I Spartacus? -- Chapter 8-Think Like a Progressive Leader -- In or Out? Recognising the Requirement for a Personal Metanoia -- Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm -- Stage Two in the Personal Metanoia: Create Synergy Through Ambition Allied to Realism -- Stage Three in the Personal Metanoia: Imagine You are Directing a Play -- Stage Four in the Personal Metanoia: Where Does Everyone Stand? | |
| 505 | 8 | |a Ready to Jump in? -- Chapter 9-Act Like a Progressive Leader -- Step 1: Enthusiasm without Appropriate Knowledge and Insight Equals Failure -- Step 2: Remember Gandhi - This is a Marathon, Not a Sprint -- Step 4: Create a Structured, 'Rolling' Consultative and Collaborative Process -- Step 5: Take a 'Psychological' Approach to Interactions -- Step 6: How to Convince Those 'Upstairs' -- Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition -- Concluding Remarks -- Index | |
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Datensatz im Suchindex
| _version_ | 1814902791102005248 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Park, Greg |
| author_facet | Park, Greg |
| author_role | aut |
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| bvnumber | BV049874238 |
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| contents | Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Preface -- Acknowledgements -- Introduction -- What's this Book about? -- What's the Problem? -- Dominant Logic 'Creep' -- What Do We Mean by the Term 'Progressive'? -- Urgent and Major Surgery to the Body Corporate -- Replace the Hollow Men -- Dare to Be a Leader -- First, They Ignore You -- Think Driverless Car -- The Road Ahead -- Part I-Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context -- Chapter 1-Resist Malignant Normality -- The Ides of March are Upon Us -- The Irrelevance of Leadership -- Acknowledge Malignant Normality -- Time for a Leadership Reality Check -- The Times They are A-Changing -- We are the Hollow Men -- The Licence to Lead Must be Earned Once More -- Let's Get with the Programme -- Chapter 2-Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership -- Time to Question the Fundamental Drivers Which Direct Leadership Priorities -- Capitalism and Leadership Re-modelled for the Twenty-first Century -- Leaders Must Acknowledge that They Now Require More than a Spanner -- Open the Mind, Loosen Control and Unleash Creativity and Collaboration -- Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect -- Part II-Let's Lay the Foundations for Effective Firm Leadership -- Chapter 3-A Theory of the Firm for Today and Tomorrow -- Time to Address Issues of Governance -- Leaders Must Address the Disparity Between Dominant Principles and Operational Reality -- Unpicking the Theory of the Firm - Who is Really Running the Show? -- The Law and the Theory of the Firm -- Towards a More Relevant Theory of the Firm -- The New Firm Dynamic -- Chapter 4-Let's Think More about the Psychology of Leadership Fundamental Leadership Issues are Cross-Disciplinary and Endemic -- The Absurdity, Glory and Complexity of 'Real' Leadership -- Get with the Programme -- 'Utility' and the Prospect Theory -- Should I Care about What People are Really Thinking? -- Psychological Drivers and Effective Operational Leadership -- Experts are Human Too -- Identity as a Driver of Operational Effectiveness -- Curiosity -- Disadvantageous Inequality -- Irrational and Visceral Behaviour -- In a Nutshell -- Chapter 5-Get a Feel for the Dynamic of the Progressive Leadership Psychology -- The Creation of a 'Blended Value Proposition' -- Accept the Changing Firm and Leadership Dynamic -- (a) Let's Drill Down to the Substrate -- (b) Regain Leadership Legitimacy -- (c) True leaders of today and tomorrow are essentially sense-makers -- (d) Effective Sense-makers Visualise Impact Down to the 'floor' -- (e) Take the oath and address the failure to thrive -- Address Operational Issues Which are Recognised as a Progressive Statement -- (a) Progressive leadership means less A--holes -- (b) Be prepared to resolve 'wicked' problems through enhanced Psychological Capabilities -- (c) Leaders must be willing to Lose to Succeed -- (d) Listen to the voices -- Progressive Leadership Can/Must Also Germinate at the Apex of the Firm -- A Multi-disciplinary, Integral Leadership Logic -- Part III-No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms -- Chapter 6-Insights into Progressive Leaders' Perspectives and Priorities -- What's the Secret of Firm Longevity? - Progressive is Not New -- Progressive Leadership is about the Genes, Experiences and Reflections of the Individual -- Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic -- The nature and nurture of the progressive leader -- The impact of psychological drivers on key leadership decisions People make the difference -- Holistic, Integral and Progressive Leadership Makes Good Business Sense -- Don't Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter -- Chapter 7-No Need to Re-invent the Wheel: Progressive Firm Profiles -- Let's Re-construct the Pyramid -- Change the Record -- Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation -- Firm Profile 1: Cordant Group - Multi-Sector -- Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism -- The Application of a Progressive Leadership Logic -- Reality Bites - Fast -- Firm Profile 2: Danfoss A/S - Engineering Solutions -- The Longer View: Courage and Sustainability for Optimal Performance -- Ownership, Control and Governance -- The Bitten & -- Mads Clausen Foundation -- Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals & -- Health Care -- Pencil Profile -- History and Founder Motivations -- The Novo Nordisk Way - The Essentials -- Share and Ownership Structure - An Holistic and Integral Perspective -- Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services -- 'Progressive' Is Not Related to Time, But Rather to Mindset -- Robert Bosch Defines Long-Term Firm Values, Priorities and Culture -- Ownership, Priorities and Separation of Power -- Closing Comments -- Part IV-I Am Spartacus!! Am I Spartacus? -- Chapter 8-Think Like a Progressive Leader -- In or Out? Recognising the Requirement for a Personal Metanoia -- Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm -- Stage Two in the Personal Metanoia: Create Synergy Through Ambition Allied to Realism -- Stage Three in the Personal Metanoia: Imagine You are Directing a Play -- Stage Four in the Personal Metanoia: Where Does Everyone Stand? Ready to Jump in? -- Chapter 9-Act Like a Progressive Leader -- Step 1: Enthusiasm without Appropriate Knowledge and Insight Equals Failure -- Step 2: Remember Gandhi - This is a Marathon, Not a Sprint -- Step 4: Create a Structured, 'Rolling' Consultative and Collaborative Process -- Step 5: Take a 'Psychological' Approach to Interactions -- Step 6: How to Convince Those 'Upstairs' -- Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition -- Concluding Remarks -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6921813 (ZDB-30-PAD)EBC6921813 (ZDB-89-EBL)EBL6921813 (OCoLC)1305843688 (DE-599)BVBBV049874238 |
| dewey-full | 650 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 650 - Management and auxiliary services |
| dewey-raw | 650 |
| dewey-search | 650 |
| dewey-sort | 3650 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874238 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T17:02:58Z |
| institution | BVB |
| isbn | 9781838675677 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213696 |
| oclc_num | 1305843688 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (308 Seiten) |
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| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Park, Greg Verfasser aut Progressive Leadership Challenging the Theory of the Firm in the 21st Century 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (308 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Preface -- Acknowledgements -- Introduction -- What's this Book about? -- What's the Problem? -- Dominant Logic 'Creep' -- What Do We Mean by the Term 'Progressive'? -- Urgent and Major Surgery to the Body Corporate -- Replace the Hollow Men -- Dare to Be a Leader -- First, They Ignore You -- Think Driverless Car -- The Road Ahead -- Part I-Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context -- Chapter 1-Resist Malignant Normality -- The Ides of March are Upon Us -- The Irrelevance of Leadership -- Acknowledge Malignant Normality -- Time for a Leadership Reality Check -- The Times They are A-Changing -- We are the Hollow Men -- The Licence to Lead Must be Earned Once More -- Let's Get with the Programme -- Chapter 2-Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership -- Time to Question the Fundamental Drivers Which Direct Leadership Priorities -- Capitalism and Leadership Re-modelled for the Twenty-first Century -- Leaders Must Acknowledge that They Now Require More than a Spanner -- Open the Mind, Loosen Control and Unleash Creativity and Collaboration -- Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect -- Part II-Let's Lay the Foundations for Effective Firm Leadership -- Chapter 3-A Theory of the Firm for Today and Tomorrow -- Time to Address Issues of Governance -- Leaders Must Address the Disparity Between Dominant Principles and Operational Reality -- Unpicking the Theory of the Firm - Who is Really Running the Show? -- The Law and the Theory of the Firm -- Towards a More Relevant Theory of the Firm -- The New Firm Dynamic -- Chapter 4-Let's Think More about the Psychology of Leadership Fundamental Leadership Issues are Cross-Disciplinary and Endemic -- The Absurdity, Glory and Complexity of 'Real' Leadership -- Get with the Programme -- 'Utility' and the Prospect Theory -- Should I Care about What People are Really Thinking? -- Psychological Drivers and Effective Operational Leadership -- Experts are Human Too -- Identity as a Driver of Operational Effectiveness -- Curiosity -- Disadvantageous Inequality -- Irrational and Visceral Behaviour -- In a Nutshell -- Chapter 5-Get a Feel for the Dynamic of the Progressive Leadership Psychology -- The Creation of a 'Blended Value Proposition' -- Accept the Changing Firm and Leadership Dynamic -- (a) Let's Drill Down to the Substrate -- (b) Regain Leadership Legitimacy -- (c) True leaders of today and tomorrow are essentially sense-makers -- (d) Effective Sense-makers Visualise Impact Down to the 'floor' -- (e) Take the oath and address the failure to thrive -- Address Operational Issues Which are Recognised as a Progressive Statement -- (a) Progressive leadership means less A--holes -- (b) Be prepared to resolve 'wicked' problems through enhanced Psychological Capabilities -- (c) Leaders must be willing to Lose to Succeed -- (d) Listen to the voices -- Progressive Leadership Can/Must Also Germinate at the Apex of the Firm -- A Multi-disciplinary, Integral Leadership Logic -- Part III-No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms -- Chapter 6-Insights into Progressive Leaders' Perspectives and Priorities -- What's the Secret of Firm Longevity? - Progressive is Not New -- Progressive Leadership is about the Genes, Experiences and Reflections of the Individual -- Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic -- The nature and nurture of the progressive leader -- The impact of psychological drivers on key leadership decisions People make the difference -- Holistic, Integral and Progressive Leadership Makes Good Business Sense -- Don't Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter -- Chapter 7-No Need to Re-invent the Wheel: Progressive Firm Profiles -- Let's Re-construct the Pyramid -- Change the Record -- Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation -- Firm Profile 1: Cordant Group - Multi-Sector -- Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism -- The Application of a Progressive Leadership Logic -- Reality Bites - Fast -- Firm Profile 2: Danfoss A/S - Engineering Solutions -- The Longer View: Courage and Sustainability for Optimal Performance -- Ownership, Control and Governance -- The Bitten & -- Mads Clausen Foundation -- Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals & -- Health Care -- Pencil Profile -- History and Founder Motivations -- The Novo Nordisk Way - The Essentials -- Share and Ownership Structure - An Holistic and Integral Perspective -- Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services -- 'Progressive' Is Not Related to Time, But Rather to Mindset -- Robert Bosch Defines Long-Term Firm Values, Priorities and Culture -- Ownership, Priorities and Separation of Power -- Closing Comments -- Part IV-I Am Spartacus!! Am I Spartacus? -- Chapter 8-Think Like a Progressive Leader -- In or Out? Recognising the Requirement for a Personal Metanoia -- Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm -- Stage Two in the Personal Metanoia: Create Synergy Through Ambition Allied to Realism -- Stage Three in the Personal Metanoia: Imagine You are Directing a Play -- Stage Four in the Personal Metanoia: Where Does Everyone Stand? Ready to Jump in? -- Chapter 9-Act Like a Progressive Leader -- Step 1: Enthusiasm without Appropriate Knowledge and Insight Equals Failure -- Step 2: Remember Gandhi - This is a Marathon, Not a Sprint -- Step 4: Create a Structured, 'Rolling' Consultative and Collaborative Process -- Step 5: Take a 'Psychological' Approach to Interactions -- Step 6: How to Convince Those 'Upstairs' -- Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition -- Concluding Remarks -- Index Progressive Leadershipaddresses the diminishing and increasingly dysfunctional contribution of firm leadership in the operational effectiveness, performance, and survival of the firm in the business context of the twenty-first century Industrial management Führung (DE-588)4018776-7 gnd rswk-swf Leistung (DE-588)4132608-8 gnd rswk-swf Effektivität (DE-588)7859045-0 gnd rswk-swf Führung (DE-588)4018776-7 s Leistung (DE-588)4132608-8 s Effektivität (DE-588)7859045-0 s DE-604 Erscheint auch als Druck-Ausgabe Park, Greg Progressive Leadership Bingley : Emerald Publishing Limited,c2022 9781838675684 |
| spellingShingle | Park, Greg Progressive Leadership Challenging the Theory of the Firm in the 21st Century Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Preface -- Acknowledgements -- Introduction -- What's this Book about? -- What's the Problem? -- Dominant Logic 'Creep' -- What Do We Mean by the Term 'Progressive'? -- Urgent and Major Surgery to the Body Corporate -- Replace the Hollow Men -- Dare to Be a Leader -- First, They Ignore You -- Think Driverless Car -- The Road Ahead -- Part I-Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context -- Chapter 1-Resist Malignant Normality -- The Ides of March are Upon Us -- The Irrelevance of Leadership -- Acknowledge Malignant Normality -- Time for a Leadership Reality Check -- The Times They are A-Changing -- We are the Hollow Men -- The Licence to Lead Must be Earned Once More -- Let's Get with the Programme -- Chapter 2-Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership -- Time to Question the Fundamental Drivers Which Direct Leadership Priorities -- Capitalism and Leadership Re-modelled for the Twenty-first Century -- Leaders Must Acknowledge that They Now Require More than a Spanner -- Open the Mind, Loosen Control and Unleash Creativity and Collaboration -- Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect -- Part II-Let's Lay the Foundations for Effective Firm Leadership -- Chapter 3-A Theory of the Firm for Today and Tomorrow -- Time to Address Issues of Governance -- Leaders Must Address the Disparity Between Dominant Principles and Operational Reality -- Unpicking the Theory of the Firm - Who is Really Running the Show? -- The Law and the Theory of the Firm -- Towards a More Relevant Theory of the Firm -- The New Firm Dynamic -- Chapter 4-Let's Think More about the Psychology of Leadership Fundamental Leadership Issues are Cross-Disciplinary and Endemic -- The Absurdity, Glory and Complexity of 'Real' Leadership -- Get with the Programme -- 'Utility' and the Prospect Theory -- Should I Care about What People are Really Thinking? -- Psychological Drivers and Effective Operational Leadership -- Experts are Human Too -- Identity as a Driver of Operational Effectiveness -- Curiosity -- Disadvantageous Inequality -- Irrational and Visceral Behaviour -- In a Nutshell -- Chapter 5-Get a Feel for the Dynamic of the Progressive Leadership Psychology -- The Creation of a 'Blended Value Proposition' -- Accept the Changing Firm and Leadership Dynamic -- (a) Let's Drill Down to the Substrate -- (b) Regain Leadership Legitimacy -- (c) True leaders of today and tomorrow are essentially sense-makers -- (d) Effective Sense-makers Visualise Impact Down to the 'floor' -- (e) Take the oath and address the failure to thrive -- Address Operational Issues Which are Recognised as a Progressive Statement -- (a) Progressive leadership means less A--holes -- (b) Be prepared to resolve 'wicked' problems through enhanced Psychological Capabilities -- (c) Leaders must be willing to Lose to Succeed -- (d) Listen to the voices -- Progressive Leadership Can/Must Also Germinate at the Apex of the Firm -- A Multi-disciplinary, Integral Leadership Logic -- Part III-No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms -- Chapter 6-Insights into Progressive Leaders' Perspectives and Priorities -- What's the Secret of Firm Longevity? - Progressive is Not New -- Progressive Leadership is about the Genes, Experiences and Reflections of the Individual -- Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic -- The nature and nurture of the progressive leader -- The impact of psychological drivers on key leadership decisions People make the difference -- Holistic, Integral and Progressive Leadership Makes Good Business Sense -- Don't Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter -- Chapter 7-No Need to Re-invent the Wheel: Progressive Firm Profiles -- Let's Re-construct the Pyramid -- Change the Record -- Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation -- Firm Profile 1: Cordant Group - Multi-Sector -- Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism -- The Application of a Progressive Leadership Logic -- Reality Bites - Fast -- Firm Profile 2: Danfoss A/S - Engineering Solutions -- The Longer View: Courage and Sustainability for Optimal Performance -- Ownership, Control and Governance -- The Bitten & -- Mads Clausen Foundation -- Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals & -- Health Care -- Pencil Profile -- History and Founder Motivations -- The Novo Nordisk Way - The Essentials -- Share and Ownership Structure - An Holistic and Integral Perspective -- Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services -- 'Progressive' Is Not Related to Time, But Rather to Mindset -- Robert Bosch Defines Long-Term Firm Values, Priorities and Culture -- Ownership, Priorities and Separation of Power -- Closing Comments -- Part IV-I Am Spartacus!! Am I Spartacus? -- Chapter 8-Think Like a Progressive Leader -- In or Out? Recognising the Requirement for a Personal Metanoia -- Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm -- Stage Two in the Personal Metanoia: Create Synergy Through Ambition Allied to Realism -- Stage Three in the Personal Metanoia: Imagine You are Directing a Play -- Stage Four in the Personal Metanoia: Where Does Everyone Stand? Ready to Jump in? -- Chapter 9-Act Like a Progressive Leader -- Step 1: Enthusiasm without Appropriate Knowledge and Insight Equals Failure -- Step 2: Remember Gandhi - This is a Marathon, Not a Sprint -- Step 4: Create a Structured, 'Rolling' Consultative and Collaborative Process -- Step 5: Take a 'Psychological' Approach to Interactions -- Step 6: How to Convince Those 'Upstairs' -- Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition -- Concluding Remarks -- Index Industrial management Führung (DE-588)4018776-7 gnd Leistung (DE-588)4132608-8 gnd Effektivität (DE-588)7859045-0 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4132608-8 (DE-588)7859045-0 |
| title | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_auth | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_exact_search | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_full | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_fullStr | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_full_unstemmed | Progressive Leadership Challenging the Theory of the Firm in the 21st Century |
| title_short | Progressive Leadership |
| title_sort | progressive leadership challenging the theory of the firm in the 21st century |
| title_sub | Challenging the Theory of the Firm in the 21st Century |
| topic | Industrial management Führung (DE-588)4018776-7 gnd Leistung (DE-588)4132608-8 gnd Effektivität (DE-588)7859045-0 gnd |
| topic_facet | Industrial management Führung Leistung Effektivität |
| work_keys_str_mv | AT parkgreg progressiveleadershipchallengingthetheoryofthefirminthe21stcentury |