By Kerry Bunker, Douglas T. Hall, Visit Amazon's Kathy E. Kram Page, search results, Learn about Author Central, Kathy E. Kram,
Knowledge for constructing awesome Leaders"This booklet incorporates a wealthy number of knowledge, event, and perception for addressing the gaps in studying and improvement that the normal types for education, expertise improvement, and succession making plans fail to deal with. As you handle your personal government improvement wishes or these of others, we are hoping you are going to create your individual recipe for pulling every thing jointly. A wealthy inventory of openness, vulnerability, and studying readiness kinds the bottom for constructing management potential and will hold all the materials that high-performing managers have to set the desk for remarkable leadership."—From the IntroductionThe heart for artistic management (CCL) is the world's greatest establishment committed completely to management examine and schooling. on account that 1970, CCL has studied and proficient thousands of executives and labored with them to create functional versions, instruments, and guides for the advance of potent leaders and management.
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Additional resources for Extraordinary Leadership: Addressing the Gaps in Senior Executive Development (J-B CCL (Center for Creative Leadership))
When he learned that the additive had slipped through Vita Health’s safety regimen, Richland immediately issued public statements taking personal and organizational responsibility, expressing profound regret, committing to strengthening safety practices, and promising to quickly work with the victims or their families to address damages. His rapid response and subsequent follow-up have been widely recognized as extraordinarily open, sensitive, and ethically responsible. ’’ Every organization is at some measure of risk from competition, internal stagnation, and external and uncontrollable forces.
Reward systems are rarely tied to development and the expression of emotional and interpersonal maturity. Young managers are sometimes given a pass on problems with these softer skills if they maintain bottom-line performance. • Corporate cultures can sometimes stunt growth by overlooking negative patterns of behavior or failing to mandate development to mitigate the consequences. • The trend toward careers that include rapid and frequent movement across organizations sometimes allows high-potential managers to escape accountability for learning to lead with emotional intelligence (Bunker, Kram, and Ting, 2002).
Collaborative sessions between the editors and authors identified four lenses for examining the existing gaps in leader and leadership development: 1. The gap within: Intrapersonal learning and development issues within an individual 2. The gap between: Interpersonal and relational issues that operate between individuals 3. The gap in the system: Organizational issues that operate among systems, organizations, groups, and individuals 4. The gap at the institutional level: External and contextual issues such as cultural differences, dramatic change, paradigm shifts, and economic fluctuations Each of these lenses carries its theme in a separate part of the book.