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Breaking The Glass Ceiling
At a time when women have more tools than ever before to help them break through the glass ceiling, including the government's Glass Ceiling Initiative and the 1991 Civil Rights Act, far too many remain trapped beneath it. Based on the ground-breaking three-year study of female executives that brought the glass ceiling to national attention, this book examines the factors that determine success or derailment in the corporate environment, reveals how the executive environment is different for women, and looks at the new obstacles along the road to the top.Vital reading for every woman in business and for every employer and manager now responsible for the removal of advancement barriers for women, Breaking the Glass Ceiling explodes the long-held myths and provides practical advice on how to smash the glass ceiling.
Broadening Your Organizational Perspective
Advancing in an organization is often a top priority for leaders, but a narrow organizational and personal perspective can severely limit your ability to advance. Broadening your organizational perspective—understanding not just your own area of expertise, but how your organization works as a whole-can greatly enhance your ability to move upward. This guidebook will help you understand how to widen your perspective by showing you what obstacles may be holding you back, and what challenges and experiences you can learn from in order to advance.
A Cross-national Comparison of Effective Leadership and Teamwork
This book reports on a study that compared the responses of leaders from six European Union countries and the United Sates about their perceptions of the work-related values of effective leaders and team members. The results not only yield a profile of effective leadership for those working in cross-national teams in the European Union, they also provide a framework for thinking about how to develop effective cross-national alliances everywhere. The findings focus on comparisons and perceptions of effective leadership, effective leaders as team members, effective membership, and effective leadership when working across Europe. The similarities and difference among effective leaders are likewise detailed, along with leader-member differences and potential conflicts on cross-national teams. A striking consensus emerged on what will be required of leaders and members of cross-national teams, such as a balance of approachable, democratic, and moderately dominant leadership that blends stability with creativity. (RJM)
Three Keys to Development: Defining and Meeting Your Leadership Challenges
During times of personal and professional growth, you feel as if your learning and development were accelerated. What caused that acceleration? How do you keep the learning momentum going once the experience ends? This guidebook shows you how to enhance the value and impact of developmental experiences.
The Center for Creative Leadership Handbook of Leadership Development
Praise for The Center for Creative LeadershipHandbook of Leadership Development "The most authoritative, comprehensive, and practical source for developing leadership capability in any organization. The handbook integrates the very best of theory and practice, and serves as a valuable road map to creating a foundation of systemic leadership excellence, now and for the future." —Thomas J. Griffin, vice president, organizational learning and chief teaching officer, U.S. Cellular "Only from the Center for Creative Leadership could we expect to see such a rich, authoritative, and actionable set of the latest resources for developing leaders. All those who have responsibility for developing lea...
The Dynamics of Taking Charge
Through studies of actual cases of manager succession, Gabarro isolates those factors that cause managers to succeed or fail in new positions, including prior experiences and support from superiors, and the steps involved in mastering the situation. Winner of the Johnson, Smith & Knisely Award for New Perspectives on Executive Leadership.
Leading Systems
Accessible, full of real-life examples, and beautifully written by a pioneer in systems thinking A systems framework based not on hopes and dreams but on thirty years of research on what systems really are Speaks to leadership in the family, community, organization, and nation For over thirty years, Barry Oshry has uncovered core truths about how we operate in large organizations through the Power Lab, an experiential program that has been called "The World Series of Leadership Development Activities." In Leading Systems, Oshry reveals the lessons he has derived from his Power Lab experiences-experiences that have been central to his innovative insights about human systems and system leaders...
Executive Coaching
What does a typical coaching process look like? What are the steps that lead through that process? This book examines these questions and others in a review of the current literature about executive coaching. The authors continue the discussion with a look at the themes revealed through their review and lay the groundwork for thinking about executive coaching as a process and relationship rather than just a brief "fix-it" intervention.
Early Development and Leadership
Today we often look to our leaders in business, government, or the social sector, to make effective decisions in a complex world. Whether they are asked what steps to take to improve competitiveness in a global economy or to make tough ethical choices, well-trained leaders are critical to organizational effectiveness. Although we know much about leadership development for individuals after they take their first job, we know relatively little about their earlier experiences that contributed to their interest in leadership or subsequent effectiveness as leaders. This volume brings together researchers who explore leadership at different points before individuals enter the workforce and asks im...
Should 360-degree Feedback Be Only Used For Developmental Purposes?
Along with the growing use of 360-degree feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who work with the manager decide such issues as pay and promotion? This publication features the insights of a group of experienced professionals on both sides of the issue. To set the stage, George P. Hollenbeck, a management psychologist and adjunct faculty member at Boston University's Graduate School of Management, discusses the popularity of 360-degree feedback today.
