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Collaborative leadership = how to succeed in an interconnected world /

紀錄類型:	書目-電子資源 : 單行本
正題名/作者:	Collaborative leadership/ David Archer, Alex Cameron.
其他題名:	how to succeed in an interconnected world /
作者:	Archer, David,
其他作者:	Cameron, Alex,
出版者:	Amsterdam ;Butterworth-Heinemann, : c2009.,
面頁冊數:	xviii, 196 p. :ill. ; : 23 cm.;
標題:	�Equipes de travail. -
電子資源:	An electronic book accessible through the World Wide Web; click for information
ISBN:	9780750687058

Collaborative leadership = how to succeed in an interconnected world /
Archer, David,1961-

Collaborative leadershiphow to succeed in an interconnected world /[electronic resource] :David Archer, Alex Cameron. - Amsterdam ;Butterworth-Heinemann,c2009. - xviii, 196 p. :ill. ;23 cm.

Includes bibliographical references and index.

The Rise of Collaborative Working; To Collaborate or Not to Collaborate; The Partnership Roadmap; The Three-Legged Stool; The Octagonal Tape Measure; The Grit in the Oyster; The Secrets of Successful Leaders; Why Some Collaborative Leaders Fail; Risk and Opportunity; Conflict and the Collaborative Leader; The Future of Collaboration.

Collaborative leadership is about delivering results across boundaries. The nature of that boundary is important, whether it's a formal contract or an informal agreement between two parties to work together for a common aim. And leaders need to be clear about where the boundary lies and how to use the different capabilities on either side of it to build a positive and efficient relationship. As the poet Robert Frost once put it, 'Good fences make good neighbours'. Getting value from difference is at the heart of the collaborative leader's task. But that is not without its challenges. As in many marriages, it is often this difference - in skills, experience, resources or culture - that attracts organisations to work together in the first place. Then, as time goes by, people start to rail against that very difference and try to remove it wherever it causes frustration in the joint operation. An often-heard criticism is 'Why can't they be more like us?'. But of course the truth is that if they were, you'd have lost the very reason that brought the two of you together. So, collaborative leaders have to pull off a tricky balancing act - on the one hand, respecting and valuing the differences of a partner, while on the other, smoothing out some of those differences in the interests of making the relationship work more efficiently. At the same time, leaders have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves. Collaborative leadership is a sophisticated art - but mastering this complexity lies at the heart of business success now and in the future. * Covers a growing area of importance for HR professionals and leaders, especially within public sector organizations * The book's authors are highly experienced in working at the leading edge of many complex partnership projects * Gives managers and HR professionals practical advice on how to manage sensitive collaborative relationships.

Electronic reproduction.
Amsterdam :
Elsevier Science & Technology,
2009.

Mode of access: World Wide Web.

ISBN: 9780750687058

Source: 152906:153061Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

291200
�Equipes de travail.
Index Terms--Genre/Form:

96803
Electronic books.

LC Class. No.: HM1261 / .A73 2009

Dewey Class. No.: 658.4092

Collaborative leadership = how to succeed in an interconnected world /
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300 $a xviii, 196 p. : $b ill. ; $c 23 cm.
504 $a Includes bibliographical references and index.
505 0 $a The Rise of Collaborative Working; To Collaborate or Not to Collaborate; The Partnership Roadmap; The Three-Legged Stool; The Octagonal Tape Measure; The Grit in the Oyster; The Secrets of Successful Leaders; Why Some Collaborative Leaders Fail; Risk and Opportunity; Conflict and the Collaborative Leader; The Future of Collaboration.
520 $a Collaborative leadership is about delivering results across boundaries. The nature of that boundary is important, whether it's a formal contract or an informal agreement between two parties to work together for a common aim. And leaders need to be clear about where the boundary lies and how to use the different capabilities on either side of it to build a positive and efficient relationship. As the poet Robert Frost once put it, 'Good fences make good neighbours'. Getting value from difference is at the heart of the collaborative leader's task. But that is not without its challenges. As in many marriages, it is often this difference - in skills, experience, resources or culture - that attracts organisations to work together in the first place. Then, as time goes by, people start to rail against that very difference and try to remove it wherever it causes frustration in the joint operation. An often-heard criticism is 'Why can't they be more like us?'. But of course the truth is that if they were, you'd have lost the very reason that brought the two of you together. So, collaborative leaders have to pull off a tricky balancing act - on the one hand, respecting and valuing the differences of a partner, while on the other, smoothing out some of those differences in the interests of making the relationship work more efficiently. At the same time, leaders have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves. Collaborative leadership is a sophisticated art - but mastering this complexity lies at the heart of business success now and in the future. * Covers a growing area of importance for HR professionals and leaders, especially within public sector organizations * The book's authors are highly experienced in working at the leading edge of many complex partnership projects * Gives managers and HR professionals practical advice on how to manage sensitive collaborative relationships.
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