Making Shift Happen

Directing Impact

Specificaties
Paperback, 214 blz. | Engels
Amsterdam University Press | 1e druk, 2021
ISBN13: 9789463720267
Rubricering
Hoofdrubriek : Management
Amsterdam University Press 1e druk, 2021 9789463720267
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Samenvatting

Leadership is learnable. Furthermore, future developments within our organizations will be strongly influenced by our leadership effectiveness. In ten steps Margareth de Wit describes how, as a leader, you can train yourself to achieve desired transitions within your organization. Educated at INSEAD and Wharton, Margareth de Wit has a long and rich experience working at the top of international companies in the USA, India, the UK, and Africa, providing intensive leadership sessions to CEOs, commissioners, managers, and directors.

Margareth de Wit has inspired hundreds of professionals within the education sector to see themselves as playing the central role in providing better education through intelligent collaboration in self-managing school teams. Her experiences show that systematic attention to leadership and group dynamics creates organizations that are both successful and future-proof. Providing striking examples from her broad practice and experience, historical comparisons, human interactions, analytical schemes, and evidence-based methods, de Wit paints a picture of the road that leads to effective leadership. While this transition is never finished, it is nevertheless one that always leads to both personal and organizational improvement.

Specificaties

ISBN13:9789463720267
Taal:Engels
Bindwijze:paperback
Aantal pagina's:214
Druk:1
Verschijningsdatum:17-3-2021
Hoofdrubriek:Leiderschap

Over Margareth de Wit

Margareth de Wit is Professor bij Academica met als centraal thema "Leadership as a Force for Good". Daarnaast is zij Fellow aan de Stellenbosch University, waar zij betrokken is bij internationaal wetenschappelijk onderzoek naar leiderschap en de effectiviteit hiervan. Zij combineert Academische diepgang met meer dan 35 jaar ervaring in leiderschapsontwikkeling, organisatieverandering en boardroom vraagstukken.  Margareth de Wit is de auteur van de boeken Making Shift Happen en Jouw Keuze. In Making Shift Happen beschrijft zij  leiderschap als een ontwikkelbare vaardigheid en laat zij zien hoe leiders bewuste verschuivingen kunnen realiseren in gedrag, cultuur en strategie. Jouw Keuze bouwt hierop voort door leiderschap te positioneren als een bewuste morele keuze, waarin verantwoordelijkheid voor impact op mensen, organisaties en samenleving centraal staat.  Naast haar boeken publiceert Margareth wetenschappelijke artikelen over leiderschap, met specifieke aandacht voor de ontwikkeling en effectiviteit ervan op zowel individueel niveau als op board- en organisatieniveau. In haar werk verbindt zij theorie en praktijk en benadrukt zij dat effectief leiderschap niet alleen gaat over prestaties, maar ook over bewustzijn, verantwoordelijkheid en duurzame maatschappelijke impact. 

Andere boeken door Margareth de Wit

Inhoudsopgave

Timeline
Foreword
Preface
Introduction: The playing field
Leadership and emotional contagion
Professional contagion on four levels
The balance between cognition and emotional engagement
Show your warmth before showing your competence
Is it better to be loved or to be competent as a leader?
Leadership and your transition

1. Leadership
A paradigm shift
Learning organizations
Is development possible?
Making Shift Happen

2. The sweet spot
The CPO model
Three scenarios
Good is not good enough!
Focus on strengths
Halo and horn effect

3. The quest for the holy grail
Effectiveness of leadership
Inspiring and motivating: is charisma the secret?
‘Silver bullet’
You can learn to inspire
The core ingredients for inspirational leadership
High performing: focus on speed and quality

4. Impact on the team
Relationship and results
Six behavioural bridges
A positive work culture
New meaning to work and the organization
Trust as the basis for a positive culture

5. Transforming the organization
Culture as leverage
To change the organizational culture, the leader must also change
Leadership development: three points for improvement
Innovative culture

6. Feedback as an engine for development
Feedback: because you are worth it
Feedback: should I ask?
Responding to feedback: seven principles
Employees want feedback: giving feedback
Reinforcing feedback
Redirecting feedback

7. Leadership through the generations
Generation management
Generational effects in the workplace
Four generations
Baby boomers (year of birth: 1945–1960)
Generation X (year of birth: 1961–1980)
Generation Y/millennials (year of birth: 1981–1995)
Generation Z (year of birth: 1995–2010)
Leadership and generations
A closer look at Generation Y/millennials
What feedback does Generation Y want?
Engagement: extra attention for Generation Y?

8. Leadership male/female
The unconscious attribution of leadership competencies
Gender and self-confidence
Role model
The business case
Male/female leadership in education
Gender and our challenge

9. Inclusive leadership
Inclusion and diversity
Leaders have an impact on inclusion
How can a leader achieve inclusion?

10. Making Shift Happen!

Afterword
Notes
Bibliography
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