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This book describes a training technique in which an art activity called a touchstone exercise serves as the basis of an action-oriented leadership development program. Part 1 describes the context in which the touchstone exercise was developed and details the process of setting the stage for and conducting it. Two case studies illustrating the exercise's use and participants' response to it are included. Discussed in part 2 are the following topics: effectiveness of the touchstone exercise as demonstrated by the LeaderLab Impact Study, changes in the touchstone exercise over time, common themes in touchstone representations, touchstone lessons used on the job, the touchstone exercise as a story, and resistance to artistic activities. Part 3 focuses on the use of nontraditional classrooms and includes sections on the following: roles of the artist, emotions, and program configuration in the effectiveness of nontraditional components; transferability; and art and leadership. Appendixes constituting approximately 50% of this book contain the following: detailed description of the LeaderLab program's content and structure, steps in conducting the touchstone exercise, sample touchstone stories from one group, and sample artistic methods used in organizations. Contains 22 references. (MN)
"Hosts of all kinds, this is a must-read!" --Chris Anderson, owner and curator of TED From the host of the New York Times podcast Together Apart, an exciting new approach to how we gather that will transform the ways we spend our time together—at home, at work, in our communities, and beyond. In The Art of Gathering, Priya Parker argues that the gatherings in our lives are lackluster and unproductive--which they don't have to be. We rely too much on routine and the conventions of gatherings when we should focus on distinctiveness and the people involved. At a time when coming together is more important than ever, Parker sets forth a human-centered approach to gathering that will help everyone create meaningful, memorable experiences, large and small, for work and for play. Drawing on her expertise as a facilitator of high-powered gatherings around the world, Parker takes us inside events of all kinds to show what works, what doesn't, and why. She investigates a wide array of gatherings--conferences, meetings, a courtroom, a flash-mob party, an Arab-Israeli summer camp--and explains how simple, specific changes can invigorate any group experience. The result is a book that's both journey and guide, full of exciting ideas with real-world applications. The Art of Gathering will forever alter the way you look at your next meeting, industry conference, dinner party, and backyard barbecue--and how you host and attend them.
Make Every Business Day Your Masterpiece Every Leader Is an Artist makes the compelling case that many of the attributes that make a person a great leader are actually those that make someone a superior artist: intention, focus, authenticity, skill, and imagination. Providing the tools and techniques for developing these qualities, O’Malley and Baker offer vignettes that draw parallels between the personal qualities of famous artists and effective leadership. Dr. Michael O’Malley is an adjunct professor at Columbia Business School and CEO of Promontory Financial Risk Management. He previously served as Executive Editor for Business, Economics, and Law at Yale University Press. Dr. William F. Baker directs the Bernard l. Schwartz center for Media Education, and Public Policy at Fordham University. He has won seven Emmys for his work in broadcasting.
The Center for Creative Leadership (CCL) is the world's largest institution devoted exclusively to leadership research and education. For more than three decades, CCL has studied and trained hundreds of thousands of executives and worked with them to create practical models, tools, and publications for the development of effective leaders and leadership. This second edition of The Center for Creative Leadership Handbook of Leadership Development brings together the wealth of practical knowledge that CCL has gained from this experience. It explores the essence of leadership development, reveals how individuals can effectively enhance their leadership skills, and demonstrates what organizations can do to help build leaders and leadership capacity. The book also includes a companion CD-ROM that contains a library of classic CCL publications for practicing leaders.
This guide provides over 300 pages of resources suggested by leadership educators in surveys, Center for Creative Leadership staff, and search of library resources. This eighth edition is half-new, including web sites and listserv discussion groups, and it places a stronger focus on meeting the needs of human resources professionals and corporate trainers. An annotated bibliography groups leadership materials in several broad categories: overview; in context; history, biography and literature; competencies; research, theories, and models; training and development; social, global, and diversity issues; team leadership; and organizational leadership (180 pages). Includes annotated lists of: journals and newsletters (9 pages); instruments (21 pages); exercises (41 pages); instrument and exercise vendors (5 pages); videos (29 pages); video distributors (4 pages); web sites (6 pages); organizations (21 pages); and conferences (9 pages). (Contains a 66-page index of all resources.) (TEJ)
In 1991 the Center for Creative Leadership (CCL) launched its LeaderLab program, with the goal of helping executives take more effective action in their leadership situations. This publication presents findings of a program evaluation that explored whether program participants took more effective action in their leadership situations. Data were obtained from a questionnaire of 29 participants and 38 nonparticipants; telephone interviews with 27 participants, their coworkers, and process advisors; and telephone interviews with 32 participants. The questionnaire indicated that participants were perceived as having made significant positive change on every category except "balance," and that this positive change was associated with increased effectiveness. The first set of telephone interviews showed that participants took the most action in the following areas: interpersonal relationships, organizational systems, coping with emotional disequilibrium, facilitating communication/listening, sense of purpose/vision, and balance/family. The control group made fewer changes than did the program participants. The second set of telephone interviews showed that participants favored the assistance of the process advisor, the program's structure, the visioning and action-planning exercises, the diversity of participants, and the artistic activities. An unexpected finding was that many participants came to the program with a reasonable amount of turbulence in their personal and work lives. They reported four types of turbulence that affected their ability to carry out action plans: general work-related, job-specific, personal, and psychological. Participants approached implementation from three different models: goal focus, vision focus, and process focus. Ten tables, 2 figures, a list of CCL publications, an index, and an appendix containing further information on outcome studies are included. (Contains 37 references.) (LMI)
The field of Talent Management has grown and advanced exponentially over the past several years as organizations, large and small, public and private, global and domestic, have realized that to gain and sustain a global competitive advantage, they must manage their talents effectively. Talent Management has become a major theoretical and empirical topic of intellectual curiosity from various disciplinary perspectives, such as human resource management, arts and entertainment management, international management, etc. This Companion is an indispensable source that provides an authoritative, in-depth, and comprehensive examination of emerging Talent Management topics. Divided into five thematic sections that provide a unique overarching structure to organize forty-one chapters written by leading and renowned international scholars, this Companion assesses essential knowledge, trends, debates, and avenues for future research in a single volume: Evolution and Conceptualization of Talent Management; The External Context of Talent Management; The Internal Context of Talent Management; Individuals, Workforce, and Processes of Talent Management; and Outcomes of Talent Management. In this way, the Companion is essential reading for anyone involved in the scholarly study of Talent Management, including academic researchers, advanced postgraduate and graduate students, and management consultants. For further debate on Talent Management, readers might be interested in the supplementary volume Contemporary Talent Management: A Research Companion, sold separately.
Der ultimative Schritt-für-Schritt Leitfaden für Manager, die ihren Führungsqualitäten mehr Kreativität verleihen wollen. Er basiert auf jahrelanger Forschungsarbeit. Die Autoren stellen hier eine bewährte Methode für sicheren Führungserfolg vor. Sie beschreiben sechs unterschiedliche, aber miteinander verflochtene Kompetenzen für kreative Führung, die wichtige Aspekte menschlichen Verhaltens widerspiegeln, aber bislang nur unzureichend für eine funktionierende Unternehmensführung in Betracht gezogen wurden. Mit genauer Anleitung, welche Maßnahmen notwendig sind, um die jeweilige Kompetenz zu erwerben. Bietet eine Fülle von Hilfsmitteln und Beurteilungstests, mit deren Hilfe man die sechs Kompetenzen entwickeln kann. Enthält eine Fülle von Beispielen und Fallstudien sowie Tipps und Hinweise, wie man Missbrauch vermeidet. Ein neuer Band zum Thema Leadership vom renommierten Center for Creative Leadership.