Building leadership development programmes : zero cost to high investment programmes that work /
Paine, Nigel, 1952-
Building leadership development programmes : zero cost to high investment programmes that work / Nigel Paine. - 1 online resource
Includes bibliographical references and index.
Building Leadership Development Programmes: Zero-cost to high-investment programmes that work; Copyright; CONTENTS; ACKNOWLEDGEMENTS ; Introduction: Why this book?; Reference; PART ONE: The Leadership Challenge; 01: The leadership context; The changing climate; What skills are required?; The importance of context; Keith Grint's Four-Fold Typology of Leadership; Moving away from individual to organization and culture; Work is changing; The social age; What does this tell us about leadership?; Conclusions; References; PART TWO: Improving the Paradigm. 02: Beyond the corporateuniversity: GE's CrotonvilleIntroduction; The background; Reimagining Crotonville; Start with the experience you want to create; What can we learn from Crotonville?; Conclusion; References; 03: Leadership on the edge: Discomfort as a learning experience; What is Foundation 2041?; Leadership and the Antarctic; The journey; A chronology of the expedition; What does a day look like in the Antarctic?; The elements of the leadership programme; More detailed examination of some of the participants; An engineer from the UAE; A student from the United States. A consultant from SingaporeA teacher from the UK; A senior NHS executive from the UK; An elementary school teacher from the United States; An oil and gas engineer from the UK; Did the initial promise of change last?; Follow-up and conclusions; References; 04: Rethinking executive leadership development: DeakinPrime; The context; What is different?; The core principles; Structure and critical success factors; 1. Initiation phase; 2. Discovery phase; 3. Engagement phase; 4. Action phase; 5. Super charge phase; Outcomes; Core lessons to take away; References. 05: Leadership as a catalyst for change: The example of the NHSThe context; NHS Leadership Academy programmes; The NHS leadership suite of programmes; How the programmes are structured; Components of the blended learning mix; Why each component was selected; The special contribution of blended learning; Core lessons; References; PART THREE: Changing the Paradigm; 06: Any time, any place leadership: BP's digital leadership development ; Digital age learning at BP; Capgemini: from virtualization to digitization; Leadership online at BP; The seven principles; How were the programmes organized? What did the programmes look like?How does it work?; The design principle; Stage I: Define; Stage II: Run research groups; Stage III: Design; Stage IV: Develop; Stage V: Deploy; Stage VI: Iterate; The digital offer; The app; Measurement of outcomes; Individual or community; Mentoring and expert input; The senior leaders programme; Points you should take away; References; 07: Leadership development as storytelling: Social leadership in a large company; Introduction and context; What is the structure?; What is the programme like?; Who runs the programme?; The lessons learned.
Build leadership development programmes that deliver lasting value with this practical guide featuring best practice from experts in the field.
9780749476946 (electronic bk.) 074947694X (electronic bk.) (pbk.) (pbk.)
KoganPage5772 Ingram Content Group
2016044076
GBB6A7487 bnb
017957375 Uk
Leadership.
Executive coaching.
Executive ability.
Organizational behavior.
Leadership
Leadership.
Accompagnement de gestionnaires.
Aptitude pour la direction.
Comportement organisationnel.
Personnel & human resources management.
BUSINESS & ECONOMICS--Industrial Management.
BUSINESS & ECONOMICS--Management.
BUSINESS & ECONOMICS--Management Science.
BUSINESS & ECONOMICS--Organizational Behavior.
Executive ability.
Executive coaching.
Leadership.
Organizational behavior.
Personnel and human resources management.
Electronic books.
HD57.7
658.4/092
Building leadership development programmes : zero cost to high investment programmes that work / Nigel Paine. - 1 online resource
Includes bibliographical references and index.
Building Leadership Development Programmes: Zero-cost to high-investment programmes that work; Copyright; CONTENTS; ACKNOWLEDGEMENTS ; Introduction: Why this book?; Reference; PART ONE: The Leadership Challenge; 01: The leadership context; The changing climate; What skills are required?; The importance of context; Keith Grint's Four-Fold Typology of Leadership; Moving away from individual to organization and culture; Work is changing; The social age; What does this tell us about leadership?; Conclusions; References; PART TWO: Improving the Paradigm. 02: Beyond the corporateuniversity: GE's CrotonvilleIntroduction; The background; Reimagining Crotonville; Start with the experience you want to create; What can we learn from Crotonville?; Conclusion; References; 03: Leadership on the edge: Discomfort as a learning experience; What is Foundation 2041?; Leadership and the Antarctic; The journey; A chronology of the expedition; What does a day look like in the Antarctic?; The elements of the leadership programme; More detailed examination of some of the participants; An engineer from the UAE; A student from the United States. A consultant from SingaporeA teacher from the UK; A senior NHS executive from the UK; An elementary school teacher from the United States; An oil and gas engineer from the UK; Did the initial promise of change last?; Follow-up and conclusions; References; 04: Rethinking executive leadership development: DeakinPrime; The context; What is different?; The core principles; Structure and critical success factors; 1. Initiation phase; 2. Discovery phase; 3. Engagement phase; 4. Action phase; 5. Super charge phase; Outcomes; Core lessons to take away; References. 05: Leadership as a catalyst for change: The example of the NHSThe context; NHS Leadership Academy programmes; The NHS leadership suite of programmes; How the programmes are structured; Components of the blended learning mix; Why each component was selected; The special contribution of blended learning; Core lessons; References; PART THREE: Changing the Paradigm; 06: Any time, any place leadership: BP's digital leadership development ; Digital age learning at BP; Capgemini: from virtualization to digitization; Leadership online at BP; The seven principles; How were the programmes organized? What did the programmes look like?How does it work?; The design principle; Stage I: Define; Stage II: Run research groups; Stage III: Design; Stage IV: Develop; Stage V: Deploy; Stage VI: Iterate; The digital offer; The app; Measurement of outcomes; Individual or community; Mentoring and expert input; The senior leaders programme; Points you should take away; References; 07: Leadership development as storytelling: Social leadership in a large company; Introduction and context; What is the structure?; What is the programme like?; Who runs the programme?; The lessons learned.
Build leadership development programmes that deliver lasting value with this practical guide featuring best practice from experts in the field.
9780749476946 (electronic bk.) 074947694X (electronic bk.) (pbk.) (pbk.)
KoganPage5772 Ingram Content Group
2016044076
GBB6A7487 bnb
017957375 Uk
Leadership.
Executive coaching.
Executive ability.
Organizational behavior.
Leadership
Leadership.
Accompagnement de gestionnaires.
Aptitude pour la direction.
Comportement organisationnel.
Personnel & human resources management.
BUSINESS & ECONOMICS--Industrial Management.
BUSINESS & ECONOMICS--Management.
BUSINESS & ECONOMICS--Management Science.
BUSINESS & ECONOMICS--Organizational Behavior.
Executive ability.
Executive coaching.
Leadership.
Organizational behavior.
Personnel and human resources management.
Electronic books.
HD57.7
658.4/092