Pfeiffer 2007 年鉴

作者简介

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  For more than four decades the Pfeiffer Annuals have presented thought–leading ideas and cutting–edge practices in training, consulting, and human resource management. A new title has been added to the impressive collection of Pfeiffer’s yearly publications,  The 2007 Pfeiffer Annual: Leadership Development.  This important book explores one of the most pressing issues facing organizations across the globe—how to successfully identify and develop current and future leaders. This comprehensive resource includes an international panel of contributors who are leading academics and practitioners in the field. Their combined wisdom has created the most authoritative and up–to–date source for new ideas, tools, models, and contemporary practices in leadership development. Year–after–year this unique series will build into a world–class resource for all practitioners, teachers, and students of leadership development.

书籍目录

Acknowledgments. Introduction. Section One: Forces and Trends in Leadership Development. 　Mapping the Future of Leadership Development (James F. Bolt). Section Two: Leadership Development Strategies, Systems, and Programs. 　The UBS Leadership Institute: A Case Study in Strategic Alignment (Robert W. Mann). 　Linking Senior Leadership Development to the Mission of the U.S. Navy (Barry Frew). 　Success Begins with Senior Management: Case Study of Innovative Leadership 　Development Design (Warren Wilhelm). 　Creating an Integrated Talent, Leadership, and Organization Development System for 　Maximum Impact (Julie Staudenmier). 　Leadership Development as a Driver of Shareholder Value Creation (Raymond Vigil). 　Building Strategic Leadership Capabilities at Rexam PLC: A Case Study (Alice Heezen).Section Three: Learning Methods.　Leaders Teaching Leaders (Ashley Keith Yount). 　Level 4 Coaching: Everyone Has a Role (Marshall Goldsmith). 　Creating a Customer-Centric Culture: “Walking a Mile in the Customer’s Shoes” at Texas Instruments (Dan Parisi and Jeff McCreary). 　　Optimizing Developmental Job Assignments (Betty Kovalcik). 　Lessons from the Battleground (Mark Whitmore and Harold W. Nelson). 　The Role of Peer-to-Peer Networks in Personal and Professional Development (Michael Dulworth and Joseph A. Forcillo). Section Four: Special Challenges and Opportunities. 　Getting Management Buy-In. 　Engaging the Board and Executive Team in Talent Development (Annmarie Neal and Eve Dreher). 　Gaining Management Buy-In: Responding to Unspoken Needs (Charles Presbury). 　Developing Global Leaders. 　Preparing Leaders for the New Competitive Landscape: New Mindsets for New Games (Gordon Hewitt). 　Developing Global Leaders: The Critical Role of Dilemma Reconciliation (Fons 　Trompenaars and Peter Woolliams). 　Identifying and Developing High-Potentials. 　Evaluating Leadership Potential: A Practitioner’s Guide (Val Markos). 　Identifying and Developing High-Potentials: An Executive Perspective (Nicole Drake). 　On-Boarding, ROI, Learning from Experience, and Putting Learning to Work. 　Successful On-Boarding (William J. Morin). 　ROI Comes in Many Forms: Leadership Development at Baker Hughes Incorporated (Barbara Reyna). 　　Learning from Experience: Easier Said Than Done (Vijay Govindarajan and Chris Trimble). 　Put Learning to Work (Andrew McK. Jefferson). 　About the Editor. 　Contributors. 　How to Use the CD-ROM. 　Pfeiffer Publications Guide.

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