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The Center for Creative Leadership Handbook of Leadership Development
In one comprehensive volume, The Center for Creative Leadership provides the accumulated expertise of its faculty cultivated over the past thirty years. This revised edition includes new chapters on leadership in teams, global leadership, and leading through transitions, as well as a new ancillary website that contains chapters that were removed from 2nd and 3rd edition as well as practical tools and resources. Written for HR consultants and leadership development professionals within and all types of organizations.
Developmental Assignments
This fieldbook is modeled after Lombardo & Eichinger's Eighty-eight Assigments for Development in Place (CCL, 1989). It is for leaders to seek out growth opportunities through practical experiences in their current jobs. For example, when dealing with inherited problems, growth opportunites are: taking on the most dissatisfied customer or redesigning a flawed system. When dealing with problem employees, development occurs through coaching employees or resolving conflicts. There are planning tools and bibliographical resoruces.
Experience-Driven Leader Development
This book is written for human resource, organization development, and training professionals who need real-world best practices that show who actual workplace learning approaches work and how they can be applied. Co-published with the acclaimed Center for Creative Leadership, this important book offers a compendium of best practices, tools, techniques, processes, and other resource resources to harness the developmental power of work experiences for leadership development. In addition the book includes illustrative case studies of leadership approached that have worked in such forward thinking organizations as Boeing, Microsoft, and Heineken.
Using Experience to Develop Leadership Talent
How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. Provides an in-depth look at a variety of leader development initia...
Developmental Assignments: Creating Learning Experiences Without Changing Jobs
This book is modeled after "Eighty-eight Assignments for Development in Place," one of CCL's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
Job Challenge Profile, Participant Workbook and Survey
The Job Challenge Profile (JCP) Participant Workbook is used to support the the self-scoring Job Challenge Survey. The JCP Survey is a tool designed for managers and executives to help them understand and use their job assignments as opportunities to develop valuable skills. The Participant Workbook is a resource to be used by those taking the Survey.
The Center for Creative Leadership Handbook of Leadership Development
This guide presents six developmental strategies commonly used in organizations and illustrates how these strategies have been successfully used in real organizations. The book also includes a look at the changing views of leadership, and leadership development for non-traditional managers.
Reaching Your Development Goals
You have just completed a formal feedback experience—perhaps a management development program, performance review, or 360-degree instrument—and through your feedback from superiors, peers, and subordinates you have learned that you have some behaviors that need changing or skills that need development. You’ve set goals for improvement and your impulse is to start working on them as soon as you can. This guidebook describes three strategies to use as you continue to develop your capacity to lead: seeking challenging assignments at work and away from the job, training for specific skills, and building relationships with people who can support your efforts.
Direction, Alignment, Commitment: Achieving Better Results Through Leadership
If your team isn't getting results, you may think the problem starts with a failure in leadership. While the person in charge may have issues, a leadership problem doesn't necessarily mean you have a "leader" problem. Leadership is not just about the people at the top, but is a social process, enabling individuals to work together as a cohesive group to produce collective results. This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
