The Center for Creative Leadership Handbook of Leadership DevelopmentCynthia D. McCauley, Ellen Van Velsor The Center for Creative Leadership (CCL) is the world's largest institution devoted exclusively to leadership research and education. For more than three decades, CCL has studied and trained hundreds of thousands of executives and worked with them to create practical models, tools, and publications for the development of effective leaders and leadership. This second edition of The Center for Creative Leadership Handbook of Leadership Development brings together the wealth of practical knowledge that CCL has gained from this experience. It explores the essence of leadership development, reveals how individuals can effectively enhance their leadership skills, and demonstrates what organizations can do to help build leaders and leadership capacity. The book also includes a companion CD-ROM that contains a library of classic CCL publications for practicing leaders. |
Contents
Introduction Our View of Leadership Development | 1 |
PART ONE INDIVIDUAL LEADER DEVELOPMENT | 23 |
PART TWO LEADER DEVELOPMENT IN CONTEXT | 269 |
PART THREE LEADERSHIP DEVELOPMENT | 415 |
Afterword | 465 |
| 473 | |
| 495 | |
| 501 | |
About the Center for Creative Leadership | 523 |
How to Use the CDROM | 527 |
Other editions - View all
The Center for Creative Leadership Handbook of Leadership Development Cynthia D. McCauley,Ellen Van Velsor No preview available - 2003 |
Common terms and phrases
360—degree feedback ability action action learning African Americans approach assessment behaviors beliefs benefits boss career CCL’s Center for Creative chal chapter coachee’s complex challenges conflict context create Creative Leadership culture defined development needs development process developmental assignments developmental experiences developmental relationships difficult direct reports discussion effective employees enhance environment evaluation example executives facilitate feedback instrument feedback—intensive program feel find finding first five focus Germanic Europe global managers goals hardships identified impact important influence initiative issues leader development leadership development learning lenges lessons managerial mentoring networks one’s opportunities organization organization’s organizational organizational culture outcomes participants peers person perspectives potential practices questions raters reflect responsibility rience role self—authoring self—reading senior sense sensemaking shared significant situations skills specific stakeholders strategy task tion understanding values velopment Velsor women workplace