The Leadership Lifecycle: Matching Leaders to Evolving OrganizationsThis book presents a model of the leadership process that identifies which factors create an effective leader at different points in the organisation's lifecycle and which forces act as moderators to that effectiveness. The dimension of how the dynamics of leadership play out over time is what distinguishes this work from previous books on leadership. |
Contents
| 1 | |
Chapter 2 The Creator | 18 |
Chapter 3 The Accelerator | 32 |
Chapter 4 The Sustainer | 48 |
Chapter 5 The Transformer | 66 |
Chapter 6 The Terminator | 84 |
Chapter 7 Leadership Transitions | 95 |
Chapter 8 Spanning Roles | 104 |
The Walt Disney Company | 127 |
Marks Spencer | 147 |
Chapter 11 Matching Leaders to Evolving Organizations | 163 |
Index | 173 |
Other editions - View all
The Leadership Lifecycle: Matching Leaders to Evolving Organizations A. Ward No preview available - 2002 |
The Leadership Lifecycle: Matching Leaders to Evolving Organizations A. Ward No preview available - 2003 |
Common terms and phrases
able Accelerator achieve acquired Apple became become beginning bring chairman challenge Coca-Cola continued core create Creation Creator culture customers deal decisions decline developed Disney early effect Eisner employees enable environment example external face fail failure feel focus founded future going grow growth Growth phase idea important increase industry initial internal Interview investment ization Jobs keep lead leader leadership role less lifecycle look maintaining major Marks & Spencer Maturity million mission move nature operating organization organization’s park particularly passion performance person phase position profits rapid realize remained result selling sense share Simon stage strategy success Sustainer task things Transformer transition trying turn turnaround vision Walt