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Results-Based Leadership |  |
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Results-Based Leadership | |
Directing employees is harder than it looks, since past performance isn't really an indication of how a leader will do in the future. As the authors say, "The half-life of knowledge grows ever shorter in most professions, requiring even high performers to unlearn what they know and do."
The authors--a university professor and two heads of consulting firms--divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can't get away with ignoring any of them for very long. They explain each of these four priorities in depth--noting, for example, that keeping employees committed and productive means "mass customizing" the workplace to fit individual employees' needs while keeping everyone working toward the same goal. That customization may require adjustments unheard-of a few years ago--allowing an employee to work from home in a different city, for example--but pays off in the retention of valuable human assets that would otherwise take their training, experience, energy, and creativity to other companies, possibly competitors.
People who already have leadership positions in their companies can certainly find a lot of important information, but the book may be even more valuable to those who want to move into management roles. It certainly shows what challenges to expect. --Lou Schuler
专业书评 From the Back Cover
"This gem may be the only book on leadership you need to read. Ulrich, Zenger, and Smallwood deliver an insightful synthesis of the plethora of work in this field and a compelling argument that effective leadership is the product of both leadership 'attributes' and the achievement of results." --Jeffrey L. Bleustein, Chairman and CEO, Harley-Davidson, Inc.
"Results-Based Leadership is a welcome addition to the leadership book bag." --Frances Hesselbein, Founding President and Chairman of the Board, Peter F. Drucker Foundation for Nonprofit Management
"Results-Based Leadership has gotten it right. Ulrich, Zenger, and Smallwood confirm that leadership is hard work. Perspiration must replace aspiration-that's the only way forward." --John Hofmeister, HR Director, Royal Dutch/Shell Group of Companies
"At a time when so many business theories are being thrown about, it's refreshing to encounter something that is real and practical. Results-Based Leadership should be required reading for leaders at all levels." --Carlos M. Gutierrez, President and COO, The Kellogg Company
"Results-Based Leadership is both enlightening and moving-an unusual, powerful combination in the crowded domain of leadership. The authors place substantial responsibility at the doorsteps of those of us who are expected to lead, but they also provide us with invaluable tools for meeting the leadership challenge." --Irvine O. Hockaday, Jr., President and CEO, Hallmark Cards, Inc.
"I urge you to read Results-Based Leadership for the clarity of its insight into the nature of what leaders actually do. Even experienced leaders will find ideas here for bridging the gap between leadership theory and practice." --Steve Kerr, Vice President, Corporate Leadership Development, General Electric Company
From Booklist
The three authors are a University of Michigan business professor and editor of Human Resource Management Journal, a president of a firm specializing in corporate training, and a founding partner of a management consulting firm. They argue that there is a problem with prevailing leadership models and with the spate of recent books devoted to leadership. The three complain that what they see as an exclusive focus on leadership attributes is misguided. Emphasizing that traits are important, they make the case that a model of effective leadership must also consider measurable results. They explain how an organization should define "desired results," and they identify four areas in which to look for results. Effective leaders invest, leverage, and expand their organization's human capital. They improve an organization's capabilities to learn, to act swiftly, to collaborate without boundaries, and to be accountable. Leaders get customer results by creating firm rather than brand equity. And, finally, in the fourth realm, leaders build shareholder value by improving the company's bottom line--literally! David Rouse
目录
Foreword by Warren Bennis Preface 1. Connecting Leadership Attributes to Results 2. Defining Desired Results 3. Employee Results: Investing in Human Capital 4. Organization Results: Creating Capabilities 5. Customer Results: Building Firm Equity 6. Investor Results: Building Shareholder Value 7. Becoming a Results-Based Leader 8. Leaders Building Leaders Notes Index About the Authors
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