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This book brings a new perspective on why some leaders succeed more
than others when taking charge of an organization. Based on
in-depth case studies-in which four new leaders and their teams in
large and complex international organizations were tracked for over
a year-this book uncovers that success in managing transition is
directly related to leaders' ability to balance seven tensions
appropriately to the context. The reader will learn how the four
leaders balanced these seven tensions (mission, relationship,
reciprocity, decision-making style, pace of change, development
dilemmas and loyalty), with more or less successful results.The
reasons for each leader's effectiveness are explored and analyzed,
allowing the authors then to extrapolate some general conclusions
about the ways in which these tensions are revealed during all
leadership transitions. Evidently, the success or failure of a new
leader is the result of the way multiple actors (the new leader,
his or her boss, his organization and its stakeholders)
behave-before and during the taking charge. These multiple
interactions are revealed and discussed.
Leaders in Transition brings a new perspective on why some leaders
succeed more than others when taking charge of an organisation.
Based on in-depth case studies, when four new leaders and their
teams in large and complex international organisations were tracked
for over a year, this book uncovers that success in managing
transition is directly related to leaders' ability to balance
tensions, appropriately to the context. The reasons for each
leader's effectiveness are explored and analysed, allowing the
authors then to extrapolate some general conclusions about the ways
in which these tensions reveal themselves during all leadership
transitions. Evidently, the success or failure of a new leader is
the result of the way multiple actors (the new leader, his or her
boss, his organisation and its stakeholders) behave, before and
during the taking charge. These multiple interactions are revealed
and discussed.
In a working life of 35 years, a manager can expect to make at
least 10 job changes - or transitions - where the demands for rapid
business delivery and effective leadership will only increase with
each new job. According to recent research, over 25 per cent of new
leaders appointed from within fail within 18 months; the figure is
closer to 40 per cent for new leaders appointed externally. The
cost of this rate of failure is high, ranging from financial to
performance to organizational disruption. This book identifies the
sources of these failures and how to overcome them. The authors
show that, whether the new leader has arrived as an external
appointment or has been promoted internally, the experiences can be
divided into three phases: Arriving, Surviving and Thriving. By
analysing the different features of the leader's experience at each
of these stages, the authors are able to provide a strategy for
leaders to take charge and succeed in their new roles.
Dieser Buchtitel ist Teil des Digitalisierungsprojekts Springer
Book Archives mit Publikationen, die seit den Anfangen des Verlags
von 1842 erschienen sind. Der Verlag stellt mit diesem Archiv
Quellen fur die historische wie auch die disziplingeschichtliche
Forschung zur Verfugung, die jeweils im historischen Kontext
betrachtet werden mussen. Dieser Titel erschien in der Zeit vor
1945 und wird daher in seiner zeittypischen politisch-ideologischen
Ausrichtung vom Verlag nicht beworben.
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