國立虎尾科技大學 |

Being there even when you are not

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Being there even when you are not/ edited by Robert Hooijberg ... [et al.].
other author:	Hooijberg, Robert.
Published:	Bingley, U.K. :Emerald, : 2007.,
Description:	1 online resource (xii, 319 p.) :ill. :
Notes:	Includes indexes.
Subject:	Social Science - Sociology -
Online resource:	http://www.emeraldinsight.com/1479-3571/4
ISBN:	9786611049089 (electronic bk.)

Being there even when you are not
Being there even when you are not[electronic resource] /edited by Robert Hooijberg ... [et al.]. - Bingley, U.K. :Emerald,2007. - 1 online resource (xii, 319 p.) :ill. - Monographs in leadership and management,v. 41479-3571 ;. - Monographs in leadership and management ;v. 4..

Includes indexes.

ch. 1. Being there even when you are not : the leadership of / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberly B. Boal --ch. 2. Structuring the organization for leadership development / DavidV. Day -- ch. 3. Developing organizational capacity for leadership / Ellen Van Velsor, Patricia M.G. O'Connor -- ch. 4. Nestle on the move :evolving human resources approaches for company success / Paul V. Broeckx, Robert Hooijberg -- ch. 5. Strategic leadership, organizational learning, and network ties / Kimberly B. Boal -- ch. 6. Creating, growingand protecting knowledge-based competence : the case of Sharp's LCD business / Kazuo Ichijo -- ch. 7. Strategic leadership as management of meanings / Boas Shamir -- ch. 8. Managing meanings in times of crisis and recovery : CEO prevention-oriented leadership / Heike Bruch, Boas Shamir, Galit Eilam-Shamir -- ch. 9. Positive strategic leadership : lessons from a university president / Gretchen M. Spreitzer, Mary Sue Coleman, Daniel A. Gruber -- ch. 10. The dark side of discretion : leader personality and organizational decline/ Robert B. Kaiser, Robert Hogan --ch. 11. Viral strategic leadership and organizational consequences : is your healthy / Timo J. Santalainen, B.R. Baliga -- ch. 12. The positive discretion of leadership : providing structures for organizational transformation and success / Corey Billington, Michele Barnett Berg -- ch. 13. Cascading vision for real commitment / John Antonakis, Robert Hooijerg --ch. 14. Cascading must-win battles at Carlsberg / Thomas Malnight, Tracey Keys -- ch. 15. A journeyfrom a traditional to a new learning model using cascading leadership / Luc Verburgh, Nancy Lane --ch. 16. Complexity and strategic leadership / Russ Marion, Mary Uhl-Bien -- ch. 17. Leading throughstrategy, structures and systems : concluding thoughts / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberley B. Boal.

"Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focushere on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an architect.In this role as strategic architect, we examine howtop-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the darker side of leader discretion to show the deleterious consequences ofleader power. Finally, we examine the complex nature of organizations and the roles of leaders inadapting the organization to the environment in which it operates. Thesix major sections in this book coincide with these aspects of the leaders architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples.The sixth section explores the relationship between complexity theory and strategic leadership. It examines indirect leadership - the leadership OF organizations. It explores how leaders exercise leadership indirectly throughstructures, processes and systems that stimulate others to contribute to organizational goals. It contains six major sections: leadership development, knowledge management, influencing and shaping meaning, leader discretion, vision cascading, and complexity theory and the networked organization."

ISBN: 9786611049089 (electronic bk.)Subjects--Topical Terms:

809065
Social Science
--Sociology

LC Class. No.: HD31 / .B45 2007

Dewey Class. No.: 658.4/092

Universal Decimal Class. No.: 005

Being there even when you are not
LDR:04732nam a2200313 a 4500 001 690479
003 OrBLW
005 20101229094548.0
006 d
007 un|||||||||
008 111228s2007 enka s 001 0 eng d
020 $a 9786611049089 (electronic bk.)
035 $a 000549
040 $a UtOrBLW $c UtOrBLW
041 0 $a eng
050 4 $a HD31 $b .B45 2007
072 7 $a JH $2 bicssc
072 7 $a KJM $2 bicssc
072 7 $a SOC026000 $2 bisacsh
072 7 $a BUS041000 $2 bisacsh
080 $a 005
082 0 0 $a 658.4/092 $2 22
245 0 0 $a Being there even when you are not $h [electronic resource] / $c edited by Robert Hooijberg ... [et al.].
260 $a Bingley, U.K. : $b Emerald, $c 2007.
300 $a 1 online resource (xii, 319 p.) : $b ill.
490 1 $a Monographs in leadership and management, $x 1479-3571 ; $v v. 4
500 $a Includes indexes.
505 0 $a ch. 1. Being there even when you are not : the leadership of / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberly B. Boal --ch. 2. Structuring the organization for leadership development / DavidV. Day -- ch. 3. Developing organizational capacity for leadership / Ellen Van Velsor, Patricia M.G. O'Connor -- ch. 4. Nestle on the move :evolving human resources approaches for company success / Paul V. Broeckx, Robert Hooijberg -- ch. 5. Strategic leadership, organizational learning, and network ties / Kimberly B. Boal -- ch. 6. Creating, growingand protecting knowledge-based competence : the case of Sharp's LCD business / Kazuo Ichijo -- ch. 7. Strategic leadership as management of meanings / Boas Shamir -- ch. 8. Managing meanings in times of crisis and recovery : CEO prevention-oriented leadership / Heike Bruch, Boas Shamir, Galit Eilam-Shamir -- ch. 9. Positive strategic leadership : lessons from a university president / Gretchen M. Spreitzer, Mary Sue Coleman, Daniel A. Gruber -- ch. 10. The dark side of discretion : leader personality and organizational decline/ Robert B. Kaiser, Robert Hogan --ch. 11. Viral strategic leadership and organizational consequences : is your healthy / Timo J. Santalainen, B.R. Baliga -- ch. 12. The positive discretion of leadership : providing structures for organizational transformation and success / Corey Billington, Michele Barnett Berg -- ch. 13. Cascading vision for real commitment / John Antonakis, Robert Hooijerg --ch. 14. Cascading must-win battles at Carlsberg / Thomas Malnight, Tracey Keys -- ch. 15. A journeyfrom a traditional to a new learning model using cascading leadership / Luc Verburgh, Nancy Lane --ch. 16. Complexity and strategic leadership / Russ Marion, Mary Uhl-Bien -- ch. 17. Leading throughstrategy, structures and systems : concluding thoughts / Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis, Kimberley B. Boal.
520 $a "Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focushere on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an architect.In this role as strategic architect, we examine howtop-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the darker side of leader discretion to show the deleterious consequences ofleader power. Finally, we examine the complex nature of organizations and the roles of leaders inadapting the organization to the environment in which it operates. Thesix major sections in this book coincide with these aspects of the leaders architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples.The sixth section explores the relationship between complexity theory and strategic leadership. It examines indirect leadership - the leadership OF organizations. It explores how leaders exercise leadership indirectly throughstructures, processes and systems that stimulate others to contribute to organizational goals. It contains six major sections: leadership development, knowledge management, influencing and shaping meaning, leader discretion, vision cascading, and complexity theory and the networked organization."
650 7 $a Social Science $x Sociology $x General. $2 bisacsh $3 809065
650 7 $a Business & Economics $x Management. $2 bisacsh $3 809042
650 7 $a Sociology & anthropology. $2 bicssc $3 809165
650 7 $a Management & management techniques. $2 bicssc $3 809117
650 0 $a Industrial management. $3 556510
650 0 $a Management science. $3 719678
700 1 $a Hooijberg, Robert. $3 810175
700 1 $a Hunt, J. G. $3 810176
700 1 $a Antonakis, John. $3 810177
700 1 $a Boal, Kimberley. $3 810178
700 1 $a Lane, Nancy. $3 810179
830 0 $a Monographs in leadership and management ; $v v. 4. $3 810180
856 4 0 $u http://www.emeraldinsight.com/1479-3571/4