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Feedback to Managers
Feedback is a rare commodity in day-to-day organizational life, but it is a key to ongoing effectiveness. One popular vehicle for getting feedback from one’s boss, peers, subordinates, and customers is the multiple-perspective or 360-degree-feedback instrument. Whether part of a management-development course or used alone, this kind of instrument can enhance self-awareness by highlighting a leader’s strengths and areas in need of further development. Selecting the right multirater instrument from among the dozens that are available can be difficult. This new edition of Feedback to Managers, the fourth, updates and expands the popular 1998 edition. It guides the selection process with an in-depth analysis of 32 publicly available instruments. Each of the instrument reports includes descriptive information, a look at the research behind the instrument, and descriptions of support materials.
Ideas Into Action
Ideas into Action documents how CCL has turned ideas into action, evolving from research and theory to real-world leadership solutions.
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)
Developing Political Savvy
There are many things that politics is not. Politics is not good or bad; it's neutral and natural. Politics is not a zero-sum game; politically savvy individuals can use their influence in an effective, authentic manner so that all parties involved get something positive out of the experience. Politics is not about being false; instead, political savvy is about using your skills, behaviors, and qualities to be effective, and sincerity is vital. Use the ideas and exercises in this guidebook to become a more politically savvy leader, and build your capacity to lead effectively in your organization.
The Center for Creative Leadership Handbook of Leadership Development
The Center for Creative Leadership (CCL) is the world's largest institution devoted exclusively to leadership research and education. For more than three decades, CCL has studied and trained hundreds of thousands of executives and worked with them to create practical models, tools, and publications for the development of effective leaders and leadership. This second edition of The Center for Creative Leadership Handbook of Leadership Development brings together the wealth of practical knowledge that CCL has gained from this experience. It explores the essence of leadership development, reveals how individuals can effectively enhance their leadership skills, and demonstrates what organizations can do to help build leaders and leadership capacity. The book also includes a companion CD-ROM that contains a library of classic CCL publications for practicing leaders.
The CCL Handbook of Coaching
Coaching is vital to developing talent in organizations, and it is an essential capability of effective leaders. The CCL Handbook of Coaching is based on a philosophy of leadership development that the Center for Creative Leadership has honed over thirty years with rigorous research and with long, rich experience in the practice of leadership coaching. The book uses a coaching framework to give a compass to leaders who are called to coach as a means of building sustainability and boosting performance in their organizations. The book explores the special considerations that leader coaches need to account for when coaching across differences and in special circumstances, describes advanced coaching techniques, and examines the systemic issues that arise when coaching moves from a one-to-one relationship to a developmental culture that embraces entire organizations.
Global Leadership
The follow-up to Marshall Goldsmith's 500,000-copy bestseller The Leader of the Future, Global Leadership: The Next Generation systematically identifies what tomorrow's leaders will need to know, do and believe in order to successfully lead the global enterprise of the future. Drawing on the results of an extraordinary 2-year Accenture study of emerging business leaders, this book shows why the skills of today's global leaders won't be enough--and why tomorrow's leaders won't resemble today's. Goldsmith and his co-authors first identify five new "factors of leadership" and their implications: global thinking, appreciation of diversity, technological savvy, a willingness to partner and an ope...
The Blame Game
Reveals how claiming credit and placing blame on others damages careers and business results, outlines eleven personality types that are prone to credit and blame problems, and shows how to protect against the blame game.
The Coach
This book is about the coaching process and the skills, behaviors, courage, and values leaders need in order to evoke employee commitment and motivation. This is a "how-to" book with a lot of specifics on what to say and how to handle different coaching situations.
Overcoming Bad Leadership in Organizations
"Robert Hogan is known for suggesting that the most consequential question in human affairs is, "Who should lead?" History is riddled with examples of how the survival of collectivities - schools, governments, nations, organizations - is determined by who is in charge. Good leaders turn businesses drowning in red ink into industry juggernauts; they transform "B" players into high-performers with minimal infighting and seamless cooperation. Yet history also shows that leadership strengths coincide with deeply troubled dark sides that result in totalitarian regimes, large-scale financial collapses such as the global financial crisis of 2008, exclusive political and economic institutions, ill-conceived military entanglements, and the inability to manage public health during global pandemics,"--
