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Jingdong book

克劳森领导学(原书第4版)

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领导学经典模型——钻石模型之父的畅销教材,被弗古尼亚大学、杜克大学、印第安纳大学、俄亥俄大学、威斯康星大学等百所美国著名大学采用,北京大学国际MBA学院院长。杨壮倾力推荐!
Content Description

《克劳森领导学》可以帮助学生以及实践中的管理者理解和应用领导的原则。本书不是要纵览各种领导理论(尽管附录中介绍了相关内容),而是要为学习领导的人提供指导,帮助他们建立适合自己的领导模型。为此,本书提出了一个灵活的领导模型以及相关的概念,它们适用于各种环境,就好像一辆四轮驱动的汽车,能够畅行于多种不同的地形。除了作为本科生和MBA的教材,本书还曾经用于美国、巴西、加拿大、哥斯达黎加、泰国、日本、希腊、英国、土耳其、埃及以及南非的高管培训课程。另外,本书也是“权力与领导”(Power and Leadership)这门高管培训课程的基础。在弗吉尼亚大学的达顿商学院,这门课程已经连续开设了15年以上。本书中的内容既经受住了课堂的检验,也经受住了实践的检验。
总的来说,本书引入了下列关键概念:
1.领导观(1eadership point ofview,LPV o(a)你清楚需要做什么吗?(b)你理解起作用的所有力量吗?(c)你有勇气采取行动来让事情变得更好吗?
2.领导的钻石模型,其中包括自我、战略任务、影响他人、设计职能组织以及管理变革。这个模型指出,领导是由所有这些因素决定的,它们一起均衡作用才能产生客户满意、内部效率、不断学习以及财务回报等结果。
3.自我领导是领导他人的基础;如果你不能领导自己,那你怎么可能领导他人呢?
4.人们的行为有三个层次:一是看得见的行为,二是有意识的思想,三是涉及到世界观的、半意识的价值观(values)、假定(assumption)、信念(belief)以及期望(expectation)(简称VABE 0试图影响他人的人,自然会在这三个层次上对他人产生影响,但受影响的层次所占的比重不同。你的领导层次将影响你领导他人的能力。
5.战略思维、合乎道德的行为、全球管理以及管理变革都是领导的重要方面,因此本书用了大量的篇幅来探讨这些主题。
6.缺乏领导积极性有两个主要原因:战略远见的缺乏以及对否定的恐惧。本书将引导学生思考他们是否已经习惯于顾忌别人的看法。
7.领导就是管理活力,首先是管理你自己的,然后是管理周围其他人的。自我领导的起点是学习怎样让你自己的活力达到更高的水平。在这里,共鸣和沉浸状态是关键要素。
8.在三个不同的层次上,采取的管理或领导的方法和技巧不同。针对不同的层次,本书各拿出一章来讨论,以帮助学生整理出他们个人的领导评价。
9.本书还专门开辟章节探讨了领导语言,怎样更有效地通过演讲来领导以及管理团队。
10.自知是有效领导的一个关键要素,因此本书的练习册(请登录网站使用)中提供了很多自我评价的方法和练习。
11.每一章的末尾都总结了引入的关键概念,提出了一些问题来促进更深入地思考。
Author Description

詹姆斯·克劳森(James G.Clawson),博士,美国弗吉尼亚大学达顿商学院工商管理学教授。此前曾执教于哈佛商学院、日本国际大学、美国东北大学等。他先后获得斯坦福大学文学士,杨百翰大学工商管理硕士和哈佛大学商业管理博士学位。克劳森教授的主要研究方向包括领导学、组织变革、组织领导、职业管理等。他多年来一直为通用电气、可口可乐、BAE系统公司、USAA国际基金、美国全国州议会会议等企业和组织担任咨询顾问。他出版过《创建学习型文化》、《自我评估和发展》等著作十余部,他的研究成果在多家知名的学术期刊上发表。
Comments

领导力就是影响力。领导力就是品格魅力。全方位地提升企业家的领导力是时代的要求,是世界的趋势。《克劳森领导学》一书从理论到实践都为我们揭示了发展、挖掘、培养、塑造、提升领导力的秘诀,为中国企业家扩大国际化视野并提升自身领导力的综合素质提供了巨大的精神财富。
——杨壮 北京大学国家发展研究院教授、北大国际MBA学院院长

这本书非常实用、有效,而且简单易懂,还很有趣。
——德雷费教授 杜克大学

这是一本关于历史、人类心理的引人入胜的著作。它提供了富有吸引力的见解、基础牢固的研究,乃至应对新世纪挑战的良策。
——莫尔森教授 印第安纳大学
Catalogue

第一部分 绪论
1 领导观
1.1 领导观的要素
1.2 结论
本章概念
思考题
2 组织中领导的钻石模型
2.1 领导战略变革
2.2 领导的关键要素
2.3 一颗未经雕琢的钻石
2.4 要素间的相互关系意义重大
2.5 领导的可能性
2.6 钻石模型与首席执行官的行为
2.7 钻石模型与明茨伯格的管理思想
2.8 领导对象的层面
2.9 结论
本章概念
思考题
3 领导的层次
3.1 躯体、头脑和心灵
3.2 将三层次与学术观点联系起来
3.3 组织含意
3.4 结论
本章概念
思考题
第二部分 战略思维
4 变化的领导背景
4.1 全球的商业议题
4.2 人类经济活动的开端
4.3 当前的范式转变
4.4 现代信息制度的背景
4.5 结论
本章概念
思考题
5 战略架构
5.1 定义
5.2 战略领域
5.3 战略思维的框架
5.4 匹配模型
5.5 意图模型
5.6 作为革命的战略
5.7 体验经济
5.8 创新者困境
5.9 从优秀到卓越模型
5.10 发展你的战略思维
5.11 战略思维的基本要素
5.12 结论
本章原则
思考题
6 第三层次领导的道德义务
6.1 领导道德的四个维度
6.2 道德与领导
6.3 第三层次领导的道德基础
6.4 员工增值的正态分布
6.5 第三层次领导道德基础的普遍性
6.6 结论
本章概念
思考题
7 创新与第三层次领导
7.1 强化创造性思维的技巧
7.2 像爱迪生一样创新
7.3 结论
本章概念
思考题
8 个人、团队与组织的宪章
8.1 宪章
8.2 使命
8.3 愿景
8.4 结论
本章概念
思考题
第三部分 自我
9 自我领导
9.1 人生中的头号问题
9.2 每一个组织都是被完美地设计以产生其正在产生的结果
9.3 我该怎样做
9.4 结论
本章原则
思考题
10 领导者指南:行为方式探因
10.1 两种遗传
10.2 大脑
10.3 你的模因遗传
10.4 反思
10.5 人生的早期阶段
10.6 巩固这些倾向
10.7 激励
10.8 选择的自由
本章概念
思考题
11 理性情感行为模型
11.1 事件
11.2 感知与观察
11.3 VABE
11.4 看得见的行为
11.5 REB模型与领导变革
11.6 自我概念
11.7 防御机制
11.8 给领导者的暗示
11.9 结论
本章概念
思考题
附录A 个人防御机制简表
12 领导与智力
12.1 智力有很多种类:加德纳的研究
12.2 智商
12.3 情商
12.4 认知你的情感
12.5 控制你的情感
12.6 关注/专心
12.7 社交商数
12.8 变革商数
12.9 结论
本章概念
思考题
13 共鸣、领导与人生目标
13.1 梦想
13.2 内在梦想
13.3 沉浸状态与共鸣
13.4 准备
13.5 活力循环
……
第四部分 领导他人
第五部分 作为设计者的领导者
第六部分 结论
附录 领导理论
译者后记
Book Abstract

第一部分 绪论
2 组织中领导的钻石模型
一家《财富》500强公司的首席执行官意识到,他们一直以来管理数万名员工的方法就要行不通了。一家大型电信公司的女总裁试图改变公司的文化,以使他们能够保持竞争力。在一个开发新产品的全球项目团队中,一个亚洲的团队成员担心他们的方法不会奏效。一位单身母亲面临晚间照管青少年的职责,她想知道该怎样督促这些任性的孩子完成家庭作业,怎样跟他们谈人生。
这些人有着不同的处境,然而他们面临着一系列相似的挑战。他们被多变的时代和动荡的环境所包围,他们需要设法影响那些可能不想受到影响的人,他们要在有历史、有惯性的体系中发挥作用,他们需要看到效果。他们每个人都需要设法强化影响力。尽管他们的影响范围大不相同,但他们需要强化的很多特征却是相同的。总而言之,他们都需要成为更有效的领导者。如果
能有一个相对简单、普遍适用而且效果显著的模型,告诉他们领导是什么,以及该怎样着手提高他们的领导能力,那么这对他们会很有帮助。找到这个模型可能并不容易:现今的世界提供了很多可供选择的模型。
过去100多年来的领导研究集中探讨过领导的各个不同方面。有些人着眼于各领域中著名领导者的品质,试图找出共性。当这种努力最终得到了一份长达几百项的品质清单时,研究者们又把注意力集中到了领导者与所处情境之间的配合上,这就是所谓的“权变理论”(contingency theory)。近来,又有一些人评论了价值观的重要性、女性的领导方法、承认多样性的领导的意义以及领导与战略挑战的关系。进入新千年,我们需要一个博采众家之所长的领导模型:它既包括上个世纪发现的一些主要的领导原则,又可以提供这些原则在很多不同环境中有效而又灵活的应用。本章将提出这样一个模型。
为什么我们还会需要又一个新的领导模型呢?嗯,首先,我们无疑是生活在一个迅速变化的世界里。我们的社会需要各个层面上的领导者。我们需要国际、国家、地方、街区以及家庭层面上的领导者。不管企业的总体规模是大还是小。我们需要企业领导者,我们需要这些领导者,因为在我们全都变得能够清晰地理解当前和未来事件的意义、能够有效地采取相应的行动之前,领导者可以帮助我们看清形势、集中力量、完成我们靠自己无法完成的任务。除非你有一个领导模型,也就是说,有一张意境地图(mental map)告诉你领导是什么以及你该怎样运用领导,否则你想影响他人的努力就只能是临时性的、不一致的、飘忽不定的。请注意,每个人的头脑中都有关于领导的某种模型。在这里,我鼓励你开始让自己的领导模型变得更加清晰、明确。
……

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