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Making Shift Happen

Directing Impact

Paperback Engels 2021 9789463720267
Verkooppositie 3905
Verwachte levertijd ongeveer 8 werkdagen

Samenvatting

Leadership is learnable. Furthermore, future developments within our organizations will be strongly influenced by our leadership effectiveness. In ten steps Margareth de Wit describes how, as a leader, you can train yourself to achieve desired transitions within your organization. Educated at INSEAD and Wharton, Margareth de Wit has a long and rich experience working at the top of international companies in the USA, India, the UK, and Africa, providing intensive leadership sessions to CEOs, commissioners, managers, and directors.

Margareth de Wit has inspired hundreds of professionals within the education sector to see themselves as playing the central role in providing better education through intelligent collaboration in self-managing school teams. Her experiences show that systematic attention to leadership and group dynamics creates organizations that are both successful and future-proof. Providing striking examples from her broad practice and experience, historical comparisons, human interactions, analytical schemes, and evidence-based methods, de Wit paints a picture of the road that leads to effective leadership. While this transition is never finished, it is nevertheless one that always leads to both personal and organizational improvement.

Specificaties

ISBN13:9789463720267
Taal:Engels
Bindwijze:paperback
Aantal pagina's:214
Druk:1
Verschijningsdatum:17-3-2021
Hoofdrubriek:Leiderschap

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Over Margareth de Wit

Margareth de Wit is al 33 jaar ondernemer en expert op het gebied van leiderschap & leiderschapsontwikkeling, generatiemanagement en changemanagement. Zij is voorzitter van het College van Bestuur van Academica Business College, een mondiaal kenniscentrum dat samenwerkt met universiteiten en onderzoekers uit Nederland en andere werelddelen. Margareth behaalde cum laude haar doctorandustitel Onderwijskunde aan de Vrije Universiteit in Amsterdam en vervolgens haar executive MBA aan o.a. INSEAD en Wharton. Haar start was op de luchthaven Schiphol en daarna zette zij zich in voor de professionalisering van het onderwijs in binnen- en buitenland. Daarnaast heeft ze een indrukwekkende internationale ervaring, met het opzetten van kantoren en het werken voor nationale en internationale bedrijven op vier continenten. Margareth staat bekend om haar veelgeprezen leiderschapssessies, en leiderschapsontwikkelingstrainingen aan managers van middelgrote en grote bedrijven in verschillende sectoren wereldwijd en ze is mastertrainer voor Zenger/Folkman.

Andere boeken door Margareth de Wit

Inhoudsopgave

Timeline
Foreword
Preface
Introduction: The playing field
Leadership and emotional contagion
Professional contagion on four levels
The balance between cognition and emotional engagement
Show your warmth before showing your competence
Is it better to be loved or to be competent as a leader?
Leadership and your transition

1. Leadership
A paradigm shift
Learning organizations
Is development possible?
Making Shift Happen

2. The sweet spot
The CPO model
Three scenarios
Good is not good enough!
Focus on strengths
Halo and horn effect

3. The quest for the holy grail
Effectiveness of leadership
Inspiring and motivating: is charisma the secret?
‘Silver bullet’
You can learn to inspire
The core ingredients for inspirational leadership
High performing: focus on speed and quality

4. Impact on the team
Relationship and results
Six behavioural bridges
A positive work culture
New meaning to work and the organization
Trust as the basis for a positive culture

5. Transforming the organization
Culture as leverage
To change the organizational culture, the leader must also change
Leadership development: three points for improvement
Innovative culture

6. Feedback as an engine for development
Feedback: because you are worth it
Feedback: should I ask?
Responding to feedback: seven principles
Employees want feedback: giving feedback
Reinforcing feedback
Redirecting feedback

7. Leadership through the generations
Generation management
Generational effects in the workplace
Four generations
Baby boomers (year of birth: 1945–1960)
Generation X (year of birth: 1961–1980)
Generation Y/millennials (year of birth: 1981–1995)
Generation Z (year of birth: 1995–2010)
Leadership and generations
A closer look at Generation Y/millennials
What feedback does Generation Y want?
Engagement: extra attention for Generation Y?

8. Leadership male/female
The unconscious attribution of leadership competencies
Gender and self-confidence
Role model
The business case
Male/female leadership in education
Gender and our challenge

9. Inclusive leadership
Inclusion and diversity
Leaders have an impact on inclusion
How can a leader achieve inclusion?

10. Making Shift Happen!

Afterword
Notes
Bibliography

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