Preface. Acknowledgments. 1. Toward the Future of Organization.
Organizational Winning Strategy by Leveraging Talent. Talents versus Knowledge Workers. Talent Management System. Challenging the Environment.
I. 21C LEADER.
2. Global Leadership from A to Z.
The Competencies of the Global Leader. The Development of the Global Leader. New Global Organizations. Soft Processes, Hard Results.
3. Developing Global Leaders.
What Is Global Mindset? Mapping Global Mindsets. Developing Global Mindset through HR Strategies. Implementing Global Mindset.
4. World-Class Leadership for World-Class Teams.
Views of Leadership. Born-to-Lead School. Self-Development School. Discretionary Leadership. Diversity. World-Class Leadership Means World-Class Teams. Promoting a Shared Philosophy. Conclusion.
5. Situational Factors in Leadership.
A Definition of Leadership. The Heroic Model of Leadership. The Situational Approach to Leadership. Contingency Models of Leadership. Illustrating the Three Models. A Contingency Model of the Leadership Style. A Taxonomy of Leadership Styles. Toward a Normative Model. Toward a Descriptive Model of Leadership Style. Conclusion.
II. 21C PROCESS.
6. From Reengineering to X-Engineering.
Inefficiencies and Opportunities Are Exposed. Owens and Minor, The Quiet Giant. X-Engineering Principles.
7. Getting Hierarchy to Work.
One-Sided Accountability. Why Doesn't the System Change? Human Nature and the Political Processes that Evolve. What Does Two-Sided Accountability Entail? What Will It Take to Get Two-Sided Accountability?
8. Total Rewards Management.
Moving from Compensation to Total Rewards. Focusing on Execution as Well as Strategy. Integrating Reward Systems with Organizational Learning Systems. Revisiting the Concept of Equity. Public Sector Rewards Design. Extending Innovative Reward Systems to New Business Environments. Summary and Implications.
9. Putting Shareholder Value in the Right Perspective.
The Value Creation System: Stakeholder Purposes, Contributions, and Derived Benefits. Consider Shareholder Value as the Result, not the Main Purpose, of Enterprise Value Creation. Inherent Business Differences and Their Impact on Balance. Leadership's Role in Promoting Balance and Thereby Improving Value Creation. “Corporate Citizenship” Is Not the Answer. What Can Leaders Do? Conclusions.
10. The Death and Rebirth of Organizational Development.
The Historical Phases of OD. Jack Welch Fathers the Rebirth of OD. The Royal Dutch/Shell Story. Learning From the Royal/Dutch Shell Experience. Implications and Conclusions.
III. 21C PEOPLE.
11. The Boardroom of the Future.
Shifting Leadership in the Boardroom: Truly Powerful Boards. Accountability for Performance: Formally Evaluating the Board and Its Dire