Gower Handbook of Leadership and Management DevelopmentOn few occasions in the history of modern management have leadership skills been in such sharp focus as they are now. The ability to direct often very large and diverse organizations; to make sense of the complex and turbulent markets and environments in which you operate; and to adapt and learn seems at an all time premium. The premise behind the fifth edition of this influential Handbook is that leadership, management and organizational development are all parts of the same process; enhancing the capacity of organizations, whatever their size, and the people within them to achieve their purpose. To this end, the editors have brought together a who's who of current writers on leadership and development and created the definitive single volume guide to the subject. The perspectives that the text provides to leadership, learning and development, embrace the formal and the informal, cultures and case examples from organizations of all kinds; and offers readers a rigorous, readable and, where appropriate, ground-breaking book. In the 14 years since the fourth edition of this classic book, very much has changed. But the need for this Handbook is as strong as ever and the Fifth Edition of Gower Handbook of Leadership and Management Development is set to become a definitive read for senior managers and those who develop them and an essential reader for the management students aspiring to become the next generation of leaders. |
Contents
1 | |
Part 2 Strategic Work in Leadership and Management Development | 39 |
Part 3 Basics | 221 |
Part 4 Advanced Processes and Tools | 311 |
Other editions - View all
Gower Handbook of Leadership and Management Development Jeffrey Gold,Richard Thorpe,Alan Mumford Limited preview - 2010 |
Common terms and phrases
360-degree feedback academic activities agenda analysis approach argues assessment behaviour Business School challenge chapter CIPD coaching competencies context corporate create critical action learning culture development programmes dialogue diversity diversity management e-learning effective Eltville emotional emotional intelligence employees Enron ethical evaluation evidence-based evidence-based management example executive experience feedback focus focused framework futures glasses global leadership Harvard Business Review identified impact important individual integrated internal intuition involved issues knowledge leaders and managers leadership and management leadership development learners learning and development London management and leadership management development Management Learning managerial managers and leaders mentoring Neuro-linguistic Programming opportunities organisation organizations outcomes participants performance perspective planning potential practice practitioners problems professional questions relationship responsibility Review RICHARD THORPE role skills social strategy talent management theory thinking understanding