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Book part
Publication date: 26 June 2007

Kimberly B. Boal examines what companies and strategic leaders can do to enhance knowledge acquisition, retention, and dissemination. In doing so, he explores how leaders create…

Abstract

Kimberly B. Boal examines what companies and strategic leaders can do to enhance knowledge acquisition, retention, and dissemination. In doing so, he explores how leaders create environments where people throughout the organization utilize both strong and weak network relationships in the pursuit of finding, exploiting, and protecting new knowledge and ideas. Kazuo Ichijo then hones in on how strategic leaders at electronics manufacturer Sharp Corporation developed processes, systems, and structures that allowed the company to build and exploit its knowledge of and competence in LCD technology.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Kimberly B. Boal

First and second order learning lie at the center of an organization's ability to exploit its core competencies or explore for new opportunities. Strategic leadership lies at the…

Abstract

First and second order learning lie at the center of an organization's ability to exploit its core competencies or explore for new opportunities. Strategic leadership lies at the center of this learning process. Strategic leaders enable organizations to learn by telling stories about what the organization is, what the organization does, and what the organization can become. They also enable competence carriers to come together to solve current and future problems by networking. These processes are explored.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis and Kimberly B. Boal

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there…

Abstract

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002), following an earlier one by Napier and Ferris (1993), along with work by authors such as Shamir (1995) and Waldman and Yammarino (1999).

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

John Antonakis: To SFA, AFA, AFA, BFA, MFA, RFA and the unnamed bunnies.

Abstract

John Antonakis: To SFA, AFA, AFA, BFA, MFA, RFA and the unnamed bunnies.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Content available
Book part
Publication date: 26 June 2007

Abstract

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Abstract

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis and Kimberley B. Boal

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders…

Abstract

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

One of the key questions leaders at the top face is how to get their vision for the organization implemented throughout the whole organization. Especially in large, geographically…

Abstract

One of the key questions leaders at the top face is how to get their vision for the organization implemented throughout the whole organization. Especially in large, geographically dispersed companies with diverse products and markets, such implementation requires careful consideration and attention as well as considerable local interpretation and adaptation. The challenge of cascading the vision down in a meaningful way while maintaining its intent is the focus of this chapter and the following two specific cases.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Content available
Book part
Publication date: 26 June 2007

Abstract

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

John Antonakis (PhD, Walden University) is professor of Organizational Behavior at the Faculty of Management and Economics of the University of Lausanne, Switzerland. His research…

Abstract

John Antonakis (PhD, Walden University) is professor of Organizational Behavior at the Faculty of Management and Economics of the University of Lausanne, Switzerland. His research is centered on individual-difference antecedents of effective leadership, the measurement of leadership, and the links between context and leadership as applied to neocharismatic and transformational leadership models, and the development of leadership.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

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