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The Leadership Pipeline：How to Build the Leadership Powered Company

作者: Ram （拉姆·查兰）著 , Stephen （史蒂芬·德罗特）著 , James Noel （詹姆斯·诺埃尔）著

出版社: Wiley

出版时间: 2010-12

版次: 1

ISBN: 9780470894569

定价: 259.00

装帧: 精装

开本: 16开

纸张: 胶版纸

页数: 352页

正文语种: 英语

分类: 外文古旧书>英文书>管理

30人买过

An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside.
In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results.
New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter.

　　在21世纪的新经济时代，全球经济格局、经济增长模式、全球化人才标准、领导者角色和工作内容都在发生根本性的改变，企业正从市场驱动型成长、创新驱动型成长发展到领导力驱动型成长。
　　企业要想获得成功，就必须在各个领导层级拥有出色的领导者。然而，企业内部培养领导人才的传统模式，常常缺乏系统性和完整性。由拉姆 ·查兰和史蒂芬·德罗特等编著的《领导梯队》有效地解决了上述问题，指导企业成功应对今天的商业环境带来的挑战。“领导梯队模型”源自通用电气等世界卓越企业的最佳实践，对于企业制定领导人才继任计划和培养各级领导人才具有重要的指导作用。

　　相关视频：
RamCharanisanadvisortomanyoftheworld'stopCEOsandcorporatedirectors.HeisauthororcoauthorofsixteenbooksincludingtheNewYorkTimesbestsellerExecution.HehasalsotaughtatWharton,theKelloggSchoolofManagement,andGE'sLeadershipCenter.HehasdegreesfromHarvardBusinessSchool.

StephenDrotterisCEOofDrotterHumanResources,aglobalnetworkthatspecializesinCEOsuccession;executiveassessment,selection,anddevelopment;andcorporate-levelorganizationdesign.HewasoneoftheoriginaldesignersofGE'ssuccessionplanningprocessandranHumanResourcesatINACorporationandChaseManhattan.HehasadegreeineconomicsfromAmherstCollege.

JimNoelisaretiredconsultantandleadershipcoachwhoassistedcompaniesintheselection,assessment,anddevelopmentofkeyleadershipteams.HeisaformermanagerofExecutiveEducationandLeadershipEffectivenessatGE.

　　拉姆·查兰是在全球范围内声誉卓著的公司董事会和CEO的咨询顾问，同时也是畅销书作者和杰出的教授。他对商业问题的卓越洞察，以及提出的实用解决方案深受企业领导者的推崇。
　　查兰在通用电气公司克劳顿维尔的“杰克·韦尔奇领导力发展中心”和沃顿商学院从事了三十年的教学工作，获得过克劳顿维尔和西北大学凯洛格管理学院的最佳教师的荣誉称号。
　　查兰拥有哈佛商学院的MBA和DBA学位，获得贝克学者奖（Baker Scholar）。
　　史蒂芬·德罗特是德罗特人力资源公司的首席执行官，该公司为全球范围内的众多客户提供高管继任计划、领导绩效和组织设计等服务。斯蒂芬在组织与管理方面拥有长达45年的经验。曾任通用电气公司组织与管理发展负责人，是通用电气继任计划系统的早期设计者与实施者之一。
　　詹姆斯·诺埃尔是一位独立咨询师和领导力教练。曾任乔治华盛顿大学通识教育学院的助理院长，通用电气公司克劳顿维尔领导力发展中心高管培训和领导效能开发经理、花旗银行高管培训部门副总裁。同时，詹姆斯还是三本领导力书籍的合著者，其中包括《领导阶段》和《行动学习》，此外，他还是《Pfeiffer 2008年鉴：领导力开发》的合编者之一。

Foreword.

Preface.

Introduction.

1 Six Leadership Passages: An Overview.

2 From Managing Self to Managing Others.

3 From Managing Others to Managing Managers.

4 From Managing Managers to Functional Manager.

5 From Functional Manager to Business Manager.

6 From Business Manager to Group Manager.

7 From Group Manager to Enterprise Manager.

8 Diagnostics: Identifying Pipeline Problems andPossibilities.

9 Performance Improvement: Clarifying Roles and CreatingPerformance Standards.

10 Succession Planning.

11 Identifying Potential Pipeline Failures.

12 The Functional Career Passage.

13 Coaching.

14 Benefits Up and Down the Line.

Acknowledgments.

About the Authors.

Index.
内容简介:
An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside.
In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results.
New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter.

　　在21世纪的新经济时代，全球经济格局、经济增长模式、全球化人才标准、领导者角色和工作内容都在发生根本性的改变，企业正从市场驱动型成长、创新驱动型成长发展到领导力驱动型成长。
　　企业要想获得成功，就必须在各个领导层级拥有出色的领导者。然而，企业内部培养领导人才的传统模式，常常缺乏系统性和完整性。由拉姆 ·查兰和史蒂芬·德罗特等编著的《领导梯队》有效地解决了上述问题，指导企业成功应对今天的商业环境带来的挑战。“领导梯队模型”源自通用电气等世界卓越企业的最佳实践，对于企业制定领导人才继任计划和培养各级领导人才具有重要的指导作用。

　　相关视频：
作者简介:
RamCharanisanadvisortomanyoftheworld'stopCEOsandcorporatedirectors.HeisauthororcoauthorofsixteenbooksincludingtheNewYorkTimesbestsellerExecution.HehasalsotaughtatWharton,theKelloggSchoolofManagement,andGE'sLeadershipCenter.HehasdegreesfromHarvardBusinessSchool.

StephenDrotterisCEOofDrotterHumanResources,aglobalnetworkthatspecializesinCEOsuccession;executiveassessment,selection,anddevelopment;andcorporate-levelorganizationdesign.HewasoneoftheoriginaldesignersofGE'ssuccessionplanningprocessandranHumanResourcesatINACorporationandChaseManhattan.HehasadegreeineconomicsfromAmherstCollege.

JimNoelisaretiredconsultantandleadershipcoachwhoassistedcompaniesintheselection,assessment,anddevelopmentofkeyleadershipteams.HeisaformermanagerofExecutiveEducationandLeadershipEffectivenessatGE.

　　拉姆·查兰是在全球范围内声誉卓著的公司董事会和CEO的咨询顾问，同时也是畅销书作者和杰出的教授。他对商业问题的卓越洞察，以及提出的实用解决方案深受企业领导者的推崇。
　　查兰在通用电气公司克劳顿维尔的“杰克·韦尔奇领导力发展中心”和沃顿商学院从事了三十年的教学工作，获得过克劳顿维尔和西北大学凯洛格管理学院的最佳教师的荣誉称号。
　　查兰拥有哈佛商学院的MBA和DBA学位，获得贝克学者奖（Baker Scholar）。
　　史蒂芬·德罗特是德罗特人力资源公司的首席执行官，该公司为全球范围内的众多客户提供高管继任计划、领导绩效和组织设计等服务。斯蒂芬在组织与管理方面拥有长达45年的经验。曾任通用电气公司组织与管理发展负责人，是通用电气继任计划系统的早期设计者与实施者之一。
　　詹姆斯·诺埃尔是一位独立咨询师和领导力教练。曾任乔治华盛顿大学通识教育学院的助理院长，通用电气公司克劳顿维尔领导力发展中心高管培训和领导效能开发经理、花旗银行高管培训部门副总裁。同时，詹姆斯还是三本领导力书籍的合著者，其中包括《领导阶段》和《行动学习》，此外，他还是《Pfeiffer 2008年鉴：领导力开发》的合编者之一。
目录:
Foreword.

Preface.

Introduction.

1 Six Leadership Passages: An Overview.

2 From Managing Self to Managing Others.

3 From Managing Others to Managing Managers.

4 From Managing Managers to Functional Manager.

5 From Functional Manager to Business Manager.

6 From Business Manager to Group Manager.

7 From Group Manager to Enterprise Manager.

8 Diagnostics: Identifying Pipeline Problems andPossibilities.

9 Performance Improvement: Clarifying Roles and CreatingPerformance Standards.

10 Succession Planning.

11 Identifying Potential Pipeline Failures.

12 The Functional Career Passage.

13 Coaching.

14 Benefits Up and Down the Line.

Acknowledgments.

About the Authors.

Index.

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The Leadership Pipeline：How to Build the Leadership Powered Company

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