The connected leader : creating agile organisations for people, performance and profit. /

The connected leader : creating agile organisations for people, performance and profit. /

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Bibliographic Details
Author / Creator:Gobillot, Emmanuel.
Imprint:London ; Philadelphia : Kogan Page, 2007.
Description:1 online resource (xiii, 221 pages) : illustrations
Language:English
Subject:
Leadership.
Self-actualization (Psychology)
Leadership.
Self-actualization (Psychology)
Electronic books.
Format: E-Resource Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/11152006
Hidden Bibliographic Details
ISBN:074944830X
9780749448301
9780749450458
0749450452
1280851643
9781280851643
Digital file characteristics:data file
Notes:Includes bibliographical references (pages 211-214) and index.
Summary:Traditional organizational boundaries limit our ability to deliver results. The "Connected Leader" argues that many of the old leadership recipes are outdated and don't take into account changes in the work environment and informal social networks within the organization. Taking a new approach to leadership theory, the author (a senior director at Hay Group) argues that modern leaders engage with employees and improve performance by building on trust, giving meaning to workplace relationships and by creating dialogue within the organization. The "Connected Leader" provides diagnostic tools for readers to evaluate their own skills and directly relate the insights from the book to their own situation.
Other form:Print version: Gobillot, Emmanuel. Connected leader. London ; Philadelphia : Kogan Page, 2007 074944830X 9780749448301
Table of Contents:
  • Acknowledgements
  • Introduction
  • Part 1. The case for connections
  • 1. What do people want?
  • What drives engagement and why does it matter?
  • How is the nature of engagement changing?
  • What are the new rules of engagement?
  • The 30-second recap
  • The leadership takeaway
  • 2. How do organizations respond?
  • How do organizations and individuals become disconnected?
  • What does an organization designed for engagement look like?
  • The 30-second recap
  • The leadership takeaway
  • Diagnostic tools 1. Do you know what people want?
  • Part 2. The case for connected leadership
  • 3. What must leaders do?
  • What do leaders do?
  • What impact do leaders create?
  • The 30-second recap
  • The leadership takeaway
  • 4. How can leaders succeed?
  • How do leaders achieve high performance in the people economy?
  • What is different about the new high-performing leadership recipe?
  • The 30-second recap
  • The leadership takeaway
  • Diagnostic tools 2. Are you ready to respond?
  • Part 3. The levers of connected leadership
  • 5. How to connect through trust
  • Why is trust critical to connected leaders?
  • How do connected leaders create and sustain trust?
  • Becoming a trusted channel
  • Exercising thoughtful influence
  • Having concern for impact
  • The 30-second recap
  • The leadership takeaway
  • 6. How to engage through meaning
  • Why is meaning critical to performance?
  • How do connected leaders co-create meaning?
  • Having no boundaries
  • Doing the groundwork
  • Being tenacious
  • The 30-second recap
  • The leadership takeaway
  • 7. How to sustain performance through dialogue
  • Why does real dialogue matter to performance?
  • How do connected leaders sustain dialogue?
  • Listening first
  • Humility
  • Infectious passion
  • The 30-second recap
  • The leadership takeaway
  • Diagnostic tools 3. How connected are you?
  • Part 4. Developing connected leadership
  • Step 1. Understand the 'real'
  • Mapping your 'real' organization
  • Patterns of 'real' organizations
  • Creating a 'real' map
  • Step 2. Map out the 'formal'/'real' gap
  • The gap matters
  • The key questions
  • Step 3. Evaluate your impact
  • iPod leadership
  • Developing strategies
  • Step 4. Develop connected leadership characteristics
  • Integrated versus sequential development
  • Developing characteristics
  • Developing trust
  • Developing meaning
  • Developing dialogue
  • Development tactics
  • Step 5. Build a supporting context
  • Contextual improvement
  • Impact as the key to unlocking connections
  • The leadership takeaway
  • Concluding thoughts
  • Notes
  • Index

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