The Resource Collaborative leadership : building relationships, handling conflict and sharing control, David Archer and Alex Cameron

Collaborative leadership : building relationships, handling conflict and sharing control, David Archer and Alex Cameron

Label
Collaborative leadership : building relationships, handling conflict and sharing control
Title
Collaborative leadership
Title remainder
building relationships, handling conflict and sharing control
Statement of responsibility
David Archer and Alex Cameron
Creator
Contributor
Subject
Language
eng
Summary
We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most
Cataloging source
UPM
Dewey number
658.4/092
Illustrations
illustrations
Index
index present
LC call number
HD57.7
LC item number
.A73 2013
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
Label
Collaborative leadership : building relationships, handling conflict and sharing control, David Archer and Alex Cameron
Publication
Bibliography note
Includes bibliographical references and index
http://library.link/vocab/branchCode
  • net
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Be forensic about who you collaborate with and whySummary; 3 The three-legged stool -- governance, operations and behaviours; The foundations of successful collaboration; The three-legged stool; What do leaders need to pay attention to and why?; The first leg: governance; The second leg: operations; The third leg: behaviours; Interactions between governance, operations and behaviours; Summary; 4 Measuring collaboration; You get what you measure; The rear-view mirror only looks one way; A measurement compass -- with eight directions
  • Cover; Title; Copyright; CONTENTS; List of illustrations; Foreword; Acknowledgements; Introduction; 1 Interdependence and its consequences for leaders; Past performance does not guarantee future success; The leadership response; Defining collaborative leadership; Why this is hard -- an evolutionary parallel; Applications of collaborative leadership; Summary; PART 1 Tools for collaboration; 2 The collaboration spectrum; Quantifying collaboration; Transactional, symbiotic or mutual; Points of interdependence: look out for the platform edge; The collaboration spectrum in practice
  • Don't depend on old skills to meet a new challengeThe control freak; The idealist; The incrementalist; The selfish high achiever; Recognizing the need for new skills; Summary; 9 Collaborative leaders in the boardroom; Leaders need to work with Boards; The role of the Board; Lessons on Board collaboration; A brief history of corporate governance codes; How Boards are expected to behave; Analysing Board dynamics; How collaborative leaders contribute to Board performance; Other Boards; Summary; 10 Relationship risk; The challenges of managing risk in collaborative relationships
  • Measure the three legs of the stool -- governance, operations and behavioursKnow when to escalate a problem; Summary; 5 Analysing different organizational cultures; They just don't understand us; Getting to grips with organizational culture; Analysing culture and collaboration styles: the organizational partnering indicator; The 16 types of organization; Avoiding the lure of community; When cultures collide; Summary; 6 The partnership roadmap; A beginning, a middle and an end; Stage 1: selection -- fit for the future; Stage 2: transition -- suspend judgement
  • Stage 3: maintenance -- keeping the machine running and improvingStage 4: ending -- don't burn your bridges; Summary; PART 2 The collaborative leader in action; 7 Secrets of success -- conversations with collaborative leaders; A personal leadership journey; Make it matter -- for everyone; Don't blame when things go wrong; Put yourself in other people's shoes; Patience is a virtue; Share the credit, share the load; Exercise your inner steel; The six skills and attitudes of a collaborative leader; The chance to make your mark; Summary; 8 Why some collaborative leaders fail
Control code
ocn894584287
Dimensions
unknown
Edition
2nd ed
Extent
1 online resource (xiv, 234 pages)
Form of item
online
Isbn
9780415539494
Media category
computer
Media MARC source
rdamedia
Media type code
c
Other physical details
illustrations
http://library.link/vocab/ext/overdrive/overdriveId
459464
http://library.link/vocab/recordID
.b28616674
Specific material designation
remote
System control number
  • (OCoLC)894584287
  • pebco0415539498

Library Locations

    • Deakin University Library - Geelong Waurn Ponds CampusBorrow it
      75 Pigdons Road, Waurn Ponds, Victoria, 3216, AU
      -38.195656 144.304955
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