Cases on critical leadership skills / edited by D.D. Warrick (Professor of Leadership and Organization Change and President's Teaching Scholar, College of Business, University of Colorado, Colorado Springs, US), Jens Mueller (MNZM, Director of Massey Executive Development, Massey University, New Zealand) and Anna Warrick (Vice President, The Warrick Agency Training and Development Company and Assistant Instructor, University of Colorado, Colorado Springs, US).

Format:

• Book

Contributor:

• Warrick, D. D., editor.
• Mueller, Jens, editor.
• Warrick, Anna, editor.
• Edward Elgar Publishing, publisher.

Series:

• Elgar leadership cases

Language:

English

Subjects (All):

• Leadership--Case studies.

Genre:

• Electronic books.

Physical Description:

1 online resource (354 pages)

Edition:

First edition.

Place of Publication:

Cheltenham, UK : Edward Elgar Publishing Limited, 2024.

Summary:

"It is important for leaders to learn as much as possible about what it takes to be a good leader. However, it is even more important to be able to apply what is being learned. Cases on Critical Leadership Skills provides interesting, real world, and often inspiring cases written by well-known experts and top level executives from around the world of leaders applying the critical skills needed to be a successful, high impact leader in a fast-paced modern society. Key Features: The 34 cases are organized around nine critical leadership skills. A brief summary of each case is provided so specific cases can be selected to read or emphasize. The cases come from around the globe, from many types of industries and organizations, and from large and small organizations. Each case includes a statement of the major focus of the case, engaging discussion items, and key leadership lessons to be learned. Cases on Critical Leadership Skills can be used in academic courses and leadership development programs that need examples of applications of critical leadership skills. It would also be of interest to leaders at all levels of an organization and anyone interested in developing critical leadership skills"-- Provided by publisher.

Contents:

• Contents: Foreword.Alan Mulally Preface
• Part I: Inspirational leaders and the impact leaders can have
• 1. Changing a country through transformational leadership and teacher empowerment / Ronald E. Riggio
• 2. A physician turned leader commits to building an award-winning organization / Susan Albers Mohrman and Arienne McCracken
• 3. Robert swan: From polar expeditions to entrepreneurial environmental leadership / Jireh Hooi-Inn Seow
• 4. Visionary leadership from northern Ireland: A woman of many firsts / Sandra Janoff and Marvin Weisbord
• 5. The first woman conductor of the baltimore symphony orchestra / Katherine Farquhar and David W. Jamieson
• Part II: Leading in challenging and rapidly changing times
• 6. Responding to the great resignation / Linda Ronnie and Sarah Boyd
• 7. Building a change-ready organization for today's challenging times / D.D. Warrick
• 8. Leadership challenges in law enforcement in changing times / David Anderson, Peter Sorensen, and Therese Yaeger
• Part III: The need for ethical leaders of strong character
• 9. Abraham lincoln and the reaper case: On forgiveness, trust-building, and mutual respect / Mark L. McConkie
• 10. Ecolab inc.: How a company encourages ethical leadership / Tracy L. Gonzalez-Padron
• 11. Cultural leadership: Building an ethical organizational culture / Achilles Armenakis, Steven Brown, and Anju Mehta
• Part IV: The significant influence of a leader's leadership style
• 12. How leaders and companies treat people matters: Voices of women garment assembly workers in nicaragua / Virginia E. Schein
• 13. The importance of leadership style on morale, performance, and culture / D.D. Warrick
• 14. Leadership in a turnaround situation and a multicultural environment / Lloyd Gibson and Regina Gibson
• Part V: Building people-oriented organizations that bring out the best in people
• 15. The leadership principles alan mulally followed in transforming ford motor company into a successful company with a strong people-oriented culture / D.D. Warrick and Alan Mulally
• 16. Building a people-oriented organization pre-pandemic and post-pandemic / Jeanne D. Maes and Dennis M. Gassert
• 17. Reigniting demotivated employees: Reversing career entrenchment / Angela Spranger
• 18. Using collaborative leadership at all levels to build people-oriented organizations / C. Theodor Forde-Stiegler, M.C. Immendorf, and Steven H. Cady
• 19. Taking care of your employees results in better care of customers: A case study of a large private hospital in dhaka, Bangladesh / William J. Rothwell and Sohel M. Imroz
• Part VI: Building high-performing teams and teamwork
• 20. The fundamentals of building high-performance teams / D.D. Warrick
• 21. The synergistic robin hood: Building upon strengths to make productive teams / Mark L. McConkie
• 22. Building teamwork in a hostile unionized culture in a large company in India / Neha Gupta
• Part VII: Building organizations for success
• 23. Developing an award-winning organization: A case study of a saudi chamber of commerce / Vijayalaxmi Moovala
• 24. Building a state-of-the art, world-class hospital / Jeanne D. Maes, Colonel Andrew W. Backus, William A. Sorrentino Jr., James P. Moore, and Robert A. Shearer
• 25. Huron hospital: Leading with sustainability to create a high-performance organization / Arienne McCracken and Susan Albers Mohrman
• Part VIIi building strong cultures
• 26. How zappos built a zany, high-performance culture / D.D. Warrick, John Milliman, and Jeffery M. Ferguson
• 27. The influence of an australian ceo's philosophy and personality on shaping culture / Theodora Issa and David Pick
• 28. The organizational challenge: Building a change-adept culture / Janet McCollum and Ken Murrell
• 29. Building, rebuilding, and sustaining a winning culture at the madame zingara restaurant group / Kate (Herbert) Wardle and Linda Ronnie
• 30. The intentional engagement of informal leaders in a large-scale organization and culture change / Larry Peters
• Part IX: Managing change
• 31. Exploring the world of pseudo change / Thomas C. Head and Peter Sorensen
• 32. Leading change: A case study of al salam bank-bahrain / Vijayalaxmi Moovala
• 33. Brandeis university: Selling art or the art of selling change / Todd Jick
• Part X: Leader of leaders
• 34. What i learned from Frances hesselbein: Work is love made visible / Sarah McArthur.

Notes:

Description based on print record.

ISBN:

9781035311866 (e-book)

Access Restriction:

Restricted for use by site license.