品牌：Dotlich
基本信息
·出版社：Jossey Bass
·页码：240 页码
·出版日：2006年
·ISBN：9780787964795
·条码：9780787964795
·装帧：平装
内容简介
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This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risksall at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmithwho teach and coach CEOs and executive teams throughout the worldargue that to be successful in a complex, matrixed, fast-moving world, whole leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. Partial leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts, lays out specific steps and actions for leaders who want to grow beyond their leadership comfort zone and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop whole leaders throughout their leadership pipeline.
作者简介
David L. Dotlich is president of Mercer Delta Executive Learning Center (formerly CDR International). He is former executive vice president of Honeywell International.
Peter C. Cairo is head of executive programs and leadership strategy for Mercer Delta Executive Learning Center and former chairman of the Department of Counseling and Organizational Psychology at Columbia University.
Stephen H. Rhinesmith is a partner of Mercer Delta Executive Learning Center. He is former special ambassador to the Soviet Union and was president of Holland America Line.
编辑推荐
FromBooklistThe authors, all consultants, offer a fresh perspective on leadership. They contend that while analytical abilities continue to be the important focus for executives (the head), successful leaders now also need emotional intelligence (or heart) and the ability to evaluate and take risks (or guts.) We learn that an executive with all three capabilities is termed a mature leader, and while everyone has a natural style, a mature leader is flexible in considering options outside his comfort zone. Since most company cultures are head-oriented and have management depth with cognitive ability, executives often need development in emotional and risk-taking skills. Dotlich, Peter C. Cairo, and Stephen H. Rhinesmith suggest hiring practices that consider all three talents and force executives to engage in learning experiences in a wide range of assignments, including some before they are ready to handle them. This is clearly an infomercial for the authors' consulting activities, yet it contains useful ideas for leadership in today's complex business world.Mary WhaleyCopyright © American Library Association. All rights reservedReview"balanced, progressive view of leadership." (CPO Agenda, September 2006)
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