Performance management and the modern leader / Cam Caldwell and Verl Anderson.

Format:

Book

Author/Creator:

Caldwell, Cam, author.

Series:

Business issues, competition and entrepreneurship series.

Business issues, competition and entrepreneurship

Language:

English

Subjects (All):

Leadership.

Physical Description:

1 online resource (250 pages)

Place of Publication:

New York : Nova Science Publishers, Inc., [2021]

Summary:

"This book addresses the importance of employee engagement - the degree to which employees feel connected to their organizations, dedicated to its purposes, and able to utilize their talents to help organizations to succeed. The alarming findings of leadership research confirm that more employees currently feel negatively engaged than fully positively engaged in their relationships with leaders, managers, and supervisors. In addition to identifying the nature of engagement, we have explained why those who lead organizations are so often ineffective - and we offer suggestions throughout this book to help leaders, managers, supervisors, and those who work in Human Resource Management to create organizational relationships that build employee trust, commitment, and ownership. While reading this book, the reader will find well-documented information incorporating the findings of management experts, practitioners, and consultants - but also new ideas that we have refined from our past research about human relationships and leadership effectiveness"-- Provided by publisher.

Contents:

Intro

Contents

Preface

Chapter 1

Performance Management in a VUCA World - Introduction and Overview

The Struggle for Excellence

The Inside-Out Perspective

Intrapersonal Focus

Interpersonal Focus

Organizational Focus

Societal Focus

Summary of Chapters

Chapter 2 - Managing Oneself-Keys to Personal Improvement

Chapter 3 - Personal Improvement from the Inside-Out

Chapter 4 - Self-Management and Personal Performance

Chapter 5 - Coaching for Improved Performance

Chapter 6 - Performance Management and Great Results

Chapter 7 - Performance Budgeting as Performance Management

Chapter 8 - Positive Leadership and Performance Management

Chapter 9 - The "Measurement Problem" and Its Common Causes

Chapter 10 - Social Responsibility and Performance Management

A Challenge to the Reader

References

Chapter 2

Managing Oneself - Keys to Personal Improvement

Drucker on Managing Oneself

What Are My Strengths?

How Do I Perform?

What Are My Values?

Where Do I Belong?

What Is My Contribution?

Eight Principles for Managing Oneself

Applications and Conclusion

Chapter 3

Personal Improvement from the Inside-Out

Self and Personal Improvement

Self-Caring

Self-Awareness

Self-Analysis

Self-Monitoring

Self-Discipline

Self-Mastery

Self-Discovery

Pitfalls to Improvement

Distorted Assessment

Lost Focus

Personal Dishonesty

Inadequate Preparation

Avoiding Accountability

Compromising Standards

False Praise

Giving Up

Words of Encouragement

Chapter 4

Self-Management and Personal Performance

Principles of Self-Management

Accept Accountability

Discover Destiny

Pursue Purpose

Concentrate Commitment

Incorporate Integrity

Honor Humility

Realize Results

Leading by Example.

The Self-Management Challenge

Chapter 5

Coaching for Improved Performance

Performance Coaching

1. G - Game Plan

2. R - Results

3. O - Options

4. W - Way Forward

Distinguishing the Coaching Process

Eight Steps in Performance Coaching

Six Pitfalls

Conclusion

Chapter 6

Performance Management and Great Results

Understanding Leadership and Management

A Model for Performance

Establishing Guiding Purpose

Communicating Vision Objectives

Articulating Shared Goals

Executing Implementation Tasks

Confirming Performance Outcomes

Identifying Measurable Standards

Assessing Overall Results

Continuing System Improvement

Ten Principles

Define Quality

Embrace Change

Calculate Risk

Incorporate Flexibility

Accept Challenges

Ensure Commitment

Honor Others

Emphasize Execution

Maintain Perspective

Evaluate Progress

Encouragement to the Reader

Chapter 7

Performance Budgeting as Performance Management

An Overview of Budgeting

Performance Budgeting

Ten Questions for Performance Budgeting

Chapter 8

Positive Leadership and Performance Improvement

Defining Positive Leadership

Contributions to Performance

Positive Climate

Positive Relationships

Positive Communication

Positive Meaning

Encouragement to Leaders

Chapter 9

The "Measurement Problem" and Its Common Causes

Measurement Matters

Foundation Information

Productivity Information

Resource Allocation Information

Competence Information

Common Measurement Problems

Wrong Priorities

Information Overload

Measuring the Countable

Disregarded Information

Biased Self-Reporting

Misunderstood Statistics

Mis-Defined Quality

Fudging Data

Overemphasizing Profit.

Short-Term Focus

Encouragement to Readers

Chapter 10

Social Responsibility and Performance Management

Why Social Responsibility Is Needed

Quality of Education

Poverty

Social Unrest and Inequality

Deterioration of the Environment

Political Polarization

Change in American Values

Governmental Accountability

Common Challenges

Ten Opportunities for Social Responsibility

Choose an Issue Aligned with Company Values

Create an Internal Champion

Partner with Interested Organizations

Involve Interested Internal Advocates

Recruit Significant Others and Spouses

Create an Internal Information Blog

Identify and Engage Local Experts

Focus Collective Efforts

Engage Local Community Youth

Set an Organizational Example

Encouragement and a Challenge

About the Authors

Index

Blank Page

Blank Page.

Notes:

Description based on print version record.

Other Format:

Print version: Caldwell, Cam Performance Management for the Modern Leader

ISBN:

1-68507-415-4