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Leadership landscapes

Author: Cummings, Tom ; Keen, JimPublisher: Palgrave Macmillan, 2008.Language: EnglishDescription: 158 p. : Ill./Maps ; 24 cm.ISBN: 9780230525696Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .C86 2008
(Browse shelf)
001237720
Available 001237720
Total holds: 0

Includes bibliographical references and index

Digitized

Leadership Landscapes Table of Contents Preface Acknowledgements 1 Introduction 1.1 A "considered" approach 1.2 Two main ideas 1.3 Seeing, being, and doing 2 Leadership Landscapes 2.1 Leadership is relational 2.2 Leadership landscapes master perspective 2.3 The most valuable leadership currency: leadership attention units 2.4 Functions of the leadership landscapes perspective 2.4.1 Atlas function 2.4.2 Navigator function 2.4.3 Presencing device 2.4.4 Zooming lens function 2.4.5 Balancing function 2.5 Case study 2.5.1 Case: outsourcing 2.6 Integrated leadership 2.6.1 Roots of integration 3 The Equanimity Shift to Dynamic Balance 3.1 The pieces of equanimity 3.1.1 An eye for possibility 3.1.2 Reframing 3.1.3 Being present and projecting presence 3.1.4 Recovering oneself 3.1.5 Enduring commitment 3.2 The whole of equanimity viii xiv 1 3 4 5 7 8 10 13 13 14 15 15 16 16 17 19 23 25 29 33 35 36 39 40 41 44 4 Leadership Seeing: How We Enact an Eye for Possibility and Reframe 4.1 Eye for Possibility 4.2 Sharpening an Eye for Possibility 4.3 The art of reframing 4.4 Key principles of reframing 4.4.1 Key principle 1: honoring diversity 4.4.1.1 The explorer mentality 4.4.1.2 Team diversity 4.4.1.3 Failing diversity 4.4.2 Key principle 2: the safe space to create 4.5 Working across the landscapes 5 Leadership Being: Commitment 5.1 Enduring Commitment 5.2 Episodic Commitment 5.3 Immediate Intent 5.4 Common Fire 5.5 Working with commitment 5.6 Sustaining commitments 6 Leadership Doing: How We Recover and Radiate Presence 6.1 Action and decision taking 6.2 Making conscious decisions (or not), and the risk of slipping into irrecoverable territory 6.3 Being Present and Projecting Presence 6.3.1 Presence in relationship to leadership landscapes 6.4 Recovery 6.4.1 The remarkable Dr Juan Rada 7 Moments of Truth: Putting It to Practice 7.1 Recognizing Moments of Truth 7.2 Rising to the leadership challenge in our Moments of Truth 7.2.1 Seeing 7.2.2 Being 7.2.3 Doing 8 Toward Mastery: How to Do This? 8.1 Mastery 8.2 Practice 77 80 81 84 84 87 88 95 96 99 100 101 102 105 106 107 45 46 48 50 54 55 56 57 59 61 63 67 68 68 69 70 71 72 8.3 Practice 1: Landscape balancing diagnostic 8.3.1 Leadership landscapes default behavior 8.4 Practice 2: Inquiry mapping 8.4.1 Step 1: discover issues 8.4.2 Step 2: cluster per landscape 8.4.3 Step 3: create dimensions 8.4.4 Step 4: discuss dimensions and relations 8.4.5 Why inquiry mapping? 8.4.6 Optional extensions 8.4.7 Examples of inquiry mapping and powerful dimensions 8.4.8 Why is this technique any different from just brainstorming or other workshop tools? 8.5 Practice 3: The Reflective Moment 8.5.1 Personal reflection 8.6 Practice 4: Conversational partnerships 8.6.1 Margaret Mead and Gregory Bateson 8.6.2 Steve Jobs and Steve Wozniak 8.6.3 Initiating conversational partnerships 8.6.4 Coaching as conversational partnership for reflective practice 8.7 Practice 5: FutureFacts 8.7.1 Phase 1: creating futurefacts 8.7.2 Phase 2: storyboarding futures 8.7.3 Phase 3: drawing implications 9 Classical Illustration 9.1 The Northwest Passage 9.2 The man who ate his boots 9.3 Franklin's perspective 9.4 Amundsen's breakthrough 110 112 114 114 115 115 116 118 118 119 120 121 124 125 125 127 129 130 132 133 133 134 137 138 140 141 142 Notes Index 149 153

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