The Leadership Engine
How Winning Companies Build Leaders at E
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- ¥1,700
発行者による作品情報
Noel Tichy, co-author of Control Your Destiny or Someone Else Will and one of the world's foremost authorities on organizational transformation, knows that winning corporations are distinguished by their ability to cultivate leadership at every level. An ability that ultimately creates a pool of formidable home-grown talent that can be drawn on whenever top management jobs need to be filled. aBased on extensive consultations with such leading companies as PepsiCo, Royal Dutch/Shell, and Ford Motor Company and honed through Tichy's Global Leadership Program, The Leadership Engine helps businesses exercise this ability by showing how to foster a corporate atmosphere that nurtures leadership and initiative. Tichy explains that top leaders must develop a systematic approach to building a system-wide culture of business leadership on business ideas and values, and they must have a personal vision that can be codified, embodied as a story, and communicated throughout the organization.
PUBLISHERS WEEKLY
"There is a multibillion-dollar consulting industry in the world today," Tichy notes in his provocative new book, written with freelancer Cohen, "that thrives largely on the fact that most managers don't want to lead." It's an insight Tichy, a professor at the Univ. of Michigan School of Business and a consultant, has observed firsthand when trying to determine why some companies succeed, while others fail or just limp along. His conclusion: the winners have "good leaders who nurture the development of other leaders at all levels of the organization." These leaders urge their workers to see reality and mobilize the appropriate responses. Repeatedly, the authors single out the heads of successful companies such as General Electric and Allied Signal to discuss how much time their chief executives spend--formally and informally--on teaching. They conclude that those firms' success is a direct result of everyone's pulling in the same direction. The book's argument ignores small entrepreneurial companies where a product innovation, speed to market or customer service can make all the difference. But in discussing large companies, the book is on the money.
