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The 2007 Pfeiffer Annual: Leadership Development (w/CD)
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  • Wiley

More About This Title The 2007 Pfeiffer Annual: Leadership Development (w/CD)

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James F. Bolt is chairman and founder of Executive Development Associates, Inc., a leading consulting firm specializing in the strategic use of executive development and peer-to-peer executive networks. He was selected by the Financial Times as one of the top experts in executive and leadership development, and Linkage, Inc., named him one of the top fifty executive coaches in the world. Bolt is an online columnist for Fast Company. His previous books include Executive Development: A Strategy for Corporate Competitiveness, The Future of Executive Development, and Strategic Executive Development: The 5 Essential Investments.
  • English

English

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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