Richard Ivey School of Business / Stephenson Cross-Enterprise Leadership

Business Leadership for the Twenty-First Century
Erscheinungsjahr 2011
ISBN: 978-0-470-96352-4
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 320 Seiten, E-Book

In today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all.
In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships.
Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies.
Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity.Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.

Autoren/Hrsg.

Richard Ivey School of Business, The

Stephenson, Carol

Inhaltsverzeichnis

Contributors.
Foreword: The Urgent Need for Cross-Enterprise Leadership(Dean Carol Stephenson, Richard Ivey School ofBusiness).
Chapter 1: A New Approach for the 21st Century (MaryCrossan and Fernando Olivera).
Chapter 2: What Cross-Enterprise Leaders DO! (JeffreyGandz).
Chapter 3: The Cross-Enterprise Leader (Mary Crossan,Jeffrey Gandz and Gerard Seijts).
Chapter 4: Cross-Enterprise Leadership in Practice: AnInterview with Turnaround Expert William Aziz (Gerard Seijts andMary Crossan with Bill Aziz).
Chapter 5: Driving Growth through Entrepreneurship andInnovation (Simon C. Parker).
Chapter 6: Developing the Cross-Enterprise Leader(Mary Crossan, Jim Hatch and Gerard Seijts with AshleighNimigan).
Chapter 7: Engaging the Chinese Market (Paul W.Beamish).
Chapter 8: Greed Is Never Good: Cross-EnterpriseLeadership and the Social Responsibilities of Business (JeffreyGandz).
Chapter 9: Building Sustainable Value throughCross-Enterprise Leadership (Tima Bansal and MichaelWood).
Chapter 10: Leadership on Trial (Jeffrey Gandz, MaryCrossan, Gerard Seijts, Stephen Sapp and Mark Vandenbosch).
Conclusion: Cross-Enterprise Leadership: The Way Forward(Mary Crossan).
Index.

Über Autor(innen)

THE RICHARD IVEY SCHOOL OF BUSINESS is widely acknowledgedas Canada's top business school, and it's consistently ranked as aleading international business school by the FinancialTimes, Bloomberg Businessweek, and the Wall StreetJournal. Affiliated with the University of Western Ontario,where its main campus is located, Ivey also has executive teachingfacilities in London, Toronto, and Hong Kong. Renowned for its casestudy method, Ivey is the second-largest producer of business casesin the world (after Harvard Business School) and the world'sleading producer of Asian case studies.
CAROL STEPHENSON, O.C., is Dean of the Richard IveySchool of Business at the University of Western Ontario and holdsthe Lawrence G. Tapp Chair in Leadership. She is a former CEO withmore than 30 years' experience in the private sector. Since joiningIvey as Dean in 2003, she has led the drive to re-shape businesseducation for the 21st century.
DR. MARY CROSSAN is a Professor of Strategic Managementand the Taylor/Mingay Chair in Business Policy at the Richard IveySchool of Business at the University of Western Ontario. Herresearch on leadership, organizational learning, and improvisationis published in the top management journals including theAcademy of Management Review, Strategic Management Journal,and Organization Science.
DR. JEFFREY GANDZ is Managing Director, ProgramDesign-Executive Development and a Professor in the GeneralManagement area at the Richard Ivey School of Business at theUniversity of Western Ontario. He designs and delivers executiveprograms for corporations and public sector organizations.
DR. GERARD SEIJTS is an Associate Professor ofOrganizational Behaviour and the Ivey Alumni Association/TorontoFaculty Fellow in Business Leadership at the Richard Ivey School ofBusiness at the University of Western Ontario. He also heads theLeading Cross-Enterprise Research Centre.