lind-peinture
» » Results-Based Leadership

eBook Results-Based Leadership ePub

by Jack Zenger,Norman Smallwood,Dave Ulrich

eBook Results-Based Leadership ePub
Author: Jack Zenger,Norman Smallwood,Dave Ulrich
Language: English
ISBN: 0875848710
ISBN13: 978-0875848716
Publisher: Harvard Business Review Press; 1 edition (April 15, 1999)
Pages: 256
Category: Management & Leadership
Subcategory: Perfomance
Rating: 4.3
Votes: 804
Formats: mobi lit lrf rtf
ePub file: 1664 kb
Fb2 file: 1735 kb

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. In Chapter 1, Ulrich, Jack Zenger, and Smallwood explain how to connect leadership attributes to results.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. In this context, I am reminded of what Jeffrey Pfeffer and Robert Sutton have to say about what they characterize as a "knowing-doing ga. They assert (and I agree) that many executives know what must be done but, for whatever reasons, are unable to achieve the desired results.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and wned experts in human resources and training-argue that it is not enough to gauge leaders by personal traits such as character, style, and values. A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership.

Электронная книга "Results-Based Leadership", David Ulrich, Jack Zenger, Norman Smallwood. Эту книгу можно прочитать в Google Play Книгах на компьютере, а также на устройствах Android и iOS. Выделяйте текст, добавляйте закладки и делайте заметки, скачав книгу "Results-Based Leadership" для чтения в офлайн-режиме.

Dave Ulrich, Jack Zenger, Norman Smallwood (1999). In their book Results-Based Leadership ( ) Ulrich, Zenger, and Smallwood move us from thinking primarily about the inputs of leadership to stressing the outcomes of leadership. Dave Ulrich of the University of Michigan and consultants Jack Zenger and Norm Smallwood argue that it is not enough to gauge leaders by personal traits such as character, style, and values. The challenge in a strategic Human Resources Management approach is to build leaders throughout the organization that focus on both attributes and results.

Results-Based Leadership. Results-Based Leadership. Dave Ulrich, Jack Zenger, Norman Smallwood. Скачать (epub, 589 Kb).

Results-Based Leadership book . Ulrich, Zenger, and Smallwood make brilliant use of various reader-friendly devices that include hundreds of checklists, graphic figures, bold face, and real-world examples. Just as Edison correctly reminds us that vision without execution is hallucination, Dave Ulrich, Jack Zenger, and Norm Small remind us that that one result – if not THE most important result – of great leadership is that it produces other great leaders. Rather, effective leaders know how to connect these leadership attributes with results.

Ulrich, Dave; Zenger, Jack; Smallwood, Norm (1999). Results Based Leadership: How Leaders Build the Business and Improve the Bottom Line. Boston: Harvard Business School Press. Ulrich, Dave (1999), Results-Based Leadership, Harvard Business School Press, archived from the original on 2009-02-17, retrieved 2009-02-10. Ulrich, Dave (2007), Leadership Brand, Harvard Business School Press, archived from the original on 2009-02-17, retrieved 2009-02-10. 475 Pages · 1999 · . 3 MB · 171 Downloads ·English. by Dave Ulrich & Jack Zenger & Norman Smallwood. Life isn't about getting and having, it's about giving and being.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.
JoJogar
Together with Kotter's "Leading Change" and Fogg's "Implementing Your Strategic Plan," this is one of the best books ever written on leadership and strategy implementation. Contrary to what an earlier reviewer stated, this book only mention's Enron on two pages (out of 234). And, in each instance, is very specific about what can be learned from the ill-fated company (this book is far from a "cheerleading session" for Enron). Instead, the book focuses on the mechanics of leadership and strategy implementation. As a strategy consultant, I find myself recommending this book to clients again and again. I believe it should be a part of any serious manager's business library -- particularly if you are a senior manager. Overall grade: A/A+.
Rocky Basilisk
The text was written for 1999; but the information on leadership is still relevant for 2013. Many leaders should read the book and get a hold of the information and put it in force at their individual organizations and see what positive changes can be made.
If we had results-based leadership today, many companies would not be going under.
Know your resources and capabilities and know how to use them, leaders -- would be a great bonus.
Rollers from Abdun
Great.
Steelcaster
Don't waste your money unless you have to purchase for college, which is why I purchased it.
one life
Good link between learning and action.
Silver Globol
Great read. Very helpful!
Moogugore
very engaging, practical, intelligent. simply what I need to run my little business.
great book not much more to say.
This book was first published in 1999 and as I recently read it, I was curious to know to what extent its core concepts remain relevant to leadership development and brand management in a global business world that has changed so much since then. My conclusion? If anything, they are even more relevant now than they were almost a decade ago. However, I should note that in the recently published Leadership Brand, co-authored by Dave Ulrich and Norm Smallwood, a few of the core concepts are developed in much greater depth. (FYI, Ulrich and Smallwood are co-authors of Leadership Brand.) For those who have not read the more recently published book, the co-authors of Results-Based Leadership suggest that it describes "the distinct results that leaders deliver to their firm. Both attributes and results go into a complete leadership brand, and this brand offers significant advantages to a firm. In fact, creating a leadership brand for their organization should become a key challenges for all leaders. Without results, leadership brand becomes generic; with results, leadership brands become specific, distinctive, and add value."

In Chapter 1, Ulrich, Jack Zenger, and Smallwood explain how to connect leadership attributes to results. In this context, I am reminded of what Jeffrey Pfeffer and Robert Sutton have to say about what they characterize as a "knowing-doing gap." They assert (and I agree) that many executives know what must be done but, for whatever reasons, are unable to achieve the desired results. Hence the importance of the material in the first chapter. Four key points:

1. Effective leaders produce results.

2. One of the most important results is the development of other leaders.

Note: Jeff Immelt, CEO of General Electric, commits at least 20% of his time to mentoring GE's middle managers.

3. All organizations need a process in place that produces such leaders.

4. Leaders are needed at all levels and within all areas of the given enterprise.

Then in Chapters 2-8, the co-authors respond to questions such as these:

How to define desired results?
How to achieve desired employee results by investing in human capital?
How achieve organization results by creating capabilities?
How to achieve customer results by building firm equity?
How to achieve investor results by building shareholder value?
How to become a results-based leader?
How do results-based leaders build others who are also results-based?

The sequence of "how tos" correctly indicates that after Ulrich, Zenger, and Small identify the "what" of results-based leadership, they devote almost all of their attention to its "how." What they offer is a framework for what can become a comprehensive, cohesive, and cost-effective game plan but it would be a fool's errand to attempt to build into that plan all of the information, suggestions, and recommendations that the co-authors provide. The core principles of results-based leadership should guide and inform the preparation and implementation of a plan that is most appropriate for each reader's own organization but not dictate the specifics of that plan.

I especially appreciate their use of various reader-friendly devices that include hundreds of checklists, graphic figures, bold face, and real-world examples. Obviously, these devices focus the reader's attention on key points but also facilitate, indeed accelerate periodic reviews of those points later. I also commend them on the "Notes" section that includes a number of enlightening annotations that accompany many of the citations.

Just as Edison correctly reminds us that "vision without execution is hallucination," Dave Ulrich, Jack Zenger, and Norm Small remind us that that one result - if not THE most important result - of great leadership is that it produces other great leaders. Then and only then can desired results involving associates, customers, and investors be achieved and then sustained. Those who read this book learn what they need to know to become a results-driven leader, but it is then up to them to act upon that knowledge, once they decide what the desired results are. Hence the importance of sound judgment to make the right calls. As Peter Drucker expressed it so well in 1963, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."
lind-peinture.fr
© All right reserved. 2017-2020
Contacts | Privacy Policy | DMCA
eBooks are provided for reference only