communicate corporation conceptions introduction

books:

Harvard Business Review on Managing People (Harvard Business Review Paperback Series)

3 reviews
Rob Goffee, Garetht Jones, ...

Harvard Business School Press, 1999

HBR Managing People
Definitely one of the better books in the series. Discussion of common corporate issues. Provides good solutions. I've read 4 in the series and like this one the most.

Why Should Anyone Be Led by You? (HBR OnPoint Enhanced Edition)

5 reviews
Rob Goffee, Gareth Jones

Harvard Business Review, 2001

Philosophical take on authentic leadership
Authors Rob Goffee and Gareth Jones provide a welcome balance to the many books advising that leadership is a matter of adopting this or that characteristic or technique. They emphasize the situational nature of leadership, the extent to which it depends on followers in a particular organizational context. They infer some basic principles for authenticity and leadership from what seems to be a ...

Career Frontiers: New Conceptions of Working Lives
Michael B. Arthur

Oxford University Press, USA, 2000

The topic of careers has become both increasingly important and increasingly complex. Contemporary economies have bought about changes in the nature of careers, and uncertainty in the structure and longevity of firms and their ability to offer long-term employment. Corporate policy-makers struggle with alternatives to traditional employment structures, while individuals struggle to decide whether and how they ought to become more independent of ...

The Character of a Corporation: How Your Company's Culture Can Make or Break Your Business

1 review
Rob Goffee, Gareth Jones

Collins, 1998

Essential to survivial and success of yourself and your comp
The authors describe four corporate culture types, give a self test for determining the type of culture that exists in your corporation, then provide detailed descriptions of the culture and the behaviors for success in the culture. The cultures are mapped using a device called Jophari's Window, which for some reason they have named the Double S square. Each culture is described in terms of ...

Career Creativity

Oxford University Press, USA, 2002

How does one combine a challenging career with creativity? This book answers that question. Career Creativity explores different models of careers and creativity and the necessity for it. It is broken into four sections of study; 'Creative Careers Observed', 'Creative Careers Enacted', Careers in Creative Industries' and 'Careers Creating Industries'. This volume links these two ideals with key examples from various professions, countries and ...

Be Yourself--More--with Skill: How to Be a More Effective Leader
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

Given the hunger for leadership, why are leaders in such short supply? In this chapter, the authors suggest that effective leadership rests with full self-knowledge and tackle the key question: how can we leverage this self-knowledge to become more effective as leaders and developers of leaders?

Authentic Followership: Being a More Effective Leader
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

If leadership is a relationship, as the authors suggest, then followers also have a vital part to play. This chapter addresses the elements of effective leadership identified as most important to followers.

The Character of a Corporation: How Your Company's Culture Can Make or Break Your Business
Rob. Jones, Gareth. Goffee

Harper Collins, 1998

Know and Show Yourself--Enough: How to Be a More Effective Leader
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

It is unlikely that as a leader you will be able to inspire, arouse, excite, or motivate people unless you can show them who you are, what you stand for, and what you can and cannot do. This chapter explores how leaders come to know and deploy their differences and illustrates the impact this has on their followers.

Leading Clever People
Rob Goffee, Gareth Jones

Harvard Business Review, 2007

In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a leader to do? The authors conducted more than 100 interviews with leaders and their clever people at major organizations such as PricewaterhouseCoopers, Cisco Systems, Novartis, the BBC, and Roche. What ...

Communicate--with Care: How to Be a More Effective Leader
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling narratives about themselves and their contexts, and the ways in which they identify the channels of communication that work best for them.

Leading Creative People (HBR Article Collection)
Rob Goffee, Thomas H. Davenport, ...

Harvard Business Review, 2007

Who most determines your company's success? For many companies, it's the handful of creative people whose knowledge and skills lead to innovations that may bankroll the organization for years to come. But managing creative people isn't easy. They don't want to be led. They don't care about titles and promotions. They're easily bored. And the process by which they pioneer new insights and ideas is complex and chaotic. How to turn creative ...

Ego Makes the Leader, 2nd Edition (HBR Article Collection)
Michael Maccoby, Jim Collins, ...

Harvard Business Review, 2003

What makes a leader great? Consider ego size. The authors featured in this collection investigate the impact of ego on leadership from several angles: 1) Narcissistic: Leaders with oversize egos can be very good for business--especially during times of transition. Gifted strategists and courageous risk-takers, they drive their companies to greatness. But they also have a dark side that can obliterate their careers--and their companies. 2) Humble ...

Introduction: Why Should Anyone Be Led by You?
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

Leaders at all levels make a difference to performance. They do so because they make performance meaningful. This chapter examines the modern obsession with the quest for authenticity, describing why authentic leadership in particular has become such a prized organizational and individual asset.

Individual and collective leadership in the boardroom: why feedback is vital even at the top.: An article ...
Rob Goffee, Gareth Jones

Thomson Gale, 2005

This digital document is an article from Ivey Business Journal Online, published by Thomson Gale on September 1, 2005. The length of the article is 2550 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser. Citation Details Title: Individual and collective leadership ...

Manage Social Distance: How to Be a More Effective Leader
Rob Goffee, Gareth Jones

Harvard Business School Press, 2006

In this chapter, the authors discuss how good leaders manage relationships by knowing when to be close--to empathize and build relations of warmth and loyalty; and when to be distant--to keep people focused on the goal, address poor performance, and give relationships an edge.

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