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146 pages

English

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A leader leads, but a true leader will be able to champion shared values to achieve extraordinary results. Learn how to turn a leader into a real leader. This book delves into the three critical pillars of a successful organisation: developing leaders, building a shared culture based on core values, and managing performance effectively. Real leaders have an anchored resolve to bring on breakthrough performance, which can only happen when a vision translates into action. Real leaders engage the hearts and build bonds that last through good and bad times. Leave aside mind-boggling management frameworks/theories and focus on real examples based on timeless principles of leadership, culture and performance management, personal experience and business case studies.

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Gestion et management

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Publié par	MarshallCavendish
Date de parution	01 juin 2012
Nombre de lectures	0
EAN13	9789814408783
Langue	English

Informations légales : prix de location à la page 0,0535€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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... One of the first leadership books that integrates both Western and Asian perspectives, which brings to light the important personal aspects of leadership that are so often overlooked or actively ignored. This book shows us what leaders need to be , not just what they need to know.
EDGAR H. SCHEIN, Professor Emeritus, MIT Sloan School of Management and Author of Organizational Culture and Leadership
... Well-written, compelling and digestible. I learnt a great deal. I sincerely enjoyed it and would recommend it to others,
RANDY OTTINGER , Executive Vice-President, Kotter International; President, Kotter Academy and Author of Beyond Success: Building a Personal , Financial and Philanthropic Legacy
A great read ... straightforward yet highly insightful. Highly recommended for leaders wishing to connect with their teams and transform their operations to high performing, world-class organisations.
FRANCIS S. DEL VAL, Vice-President, Stiefel Asia Pacific, GlaxoSmithKline
With their decades of experience, Peter and Lily impressively strengthen the importance of core values as a prerequisite for engaged employees and sustainable growth. I strongly recommend this book as reference material for vocational colleges, business schools and universities to ensure that our future executives have the right idea of leadership: the what-ness and the who-ness of a real leader.
D R VOLKER MAYER, President and CEO, STRIMgroup AG
... A masterpiece: full of wisdom, enjoyable stories and wonderful insights that will enable you to be successful in business and in life.
P ROF MICHAEL MARQUARDT, Professor, George Washington University and President, World Institute for Action Learning
A timely book on real leadership - it s about character and values - especially in the context of the many scandals that leaders have been embroiled in. There are great personal examples and business examples that make the concepts come alive and practicable. The personal tone also makes for an engaging read.
D R LIM PENG SOON , President, Learning and Performance Systems

2012 Marshall Cavendish International (Asia) Private Limited
Text copyright Lily Cheng and Peter Cheng
Cover Design by Relay Room Pte Ltd ( www.relayroom.com )
Published by Marshall Cavendish Business
An imprint of Marshall Cavendish International
1 New Industrial Road, Singapore 536196
All rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Request for permission should be addressed to the Publisher, Marshall Cavendish International (Asia) Private Limited, 1 New Industrial Road, Singapore 536196. Tel: (65) 6213 9300, Fax: (65) 6285 4871. Email: genref@sg.marshallcavendish.com . Website: www.marshallcavendish.com/genref
The publisher makes no representation or warranties with respect to the contents of this book, and specifically disclaims any implied warranties or merchantability or fitness for any particular purpose, and shall in no event be liable for any loss of profit or any other commercial damage, including but not limited to special, incidental, consequential, or other damages.
Other Marshall Cavendish Offices
Marshall Cavendish Corporation. 99 White Plains Road, Tarrytown NY 10591-9001, USA Marshall Cavendish International (Thailand) Co Ltd. 253 Asoke, 12th Flr, Sukhumvit 21 Road, Klongtoey Nua, Wattana, Bangkok 10110, Thailand Marshall Cavendish (Malaysia) Sdn Bhd, Times Subang, Lot 46, Subang Hi-Tech Industrial Park, Batu Tiga, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia
Marshall Cavendish is a trademark of Times Publishing Limited
National Library Board Singapore Cataloguing in Publication Data Cheng, Lily.
Real leaders : championing culture, sustaining performance excellence / Lily Cheng, Peter Cheng ; foreword by Kouzes Posner. - Singapore : Marshall Cavendish, c2012.
p. cm.
eISBN : 978-981-4408-78-3
1. Leadership. 2. Corporate culture. 3. Performance - Management. I. Cheng, Peter. II. Title.

HD57.7
658.4092 - dc23 OCN797908793

Printed by KWF Printing Pte Ltd
ACKNOWLEDGEMENTS
We wrote this book with much reflection on our Organisation Development (OD) work for more than a decade. Married for 29 years, we are each other s confidante, coach and best friend. We are very grateful for the love, support and care that our children Sarah, Joel and Rachel have shown to us, just as we have showered them with our parental love, by God s grace. And also to Mark de-Winne, our son-in-law, and Ines de-Winne, our granddaughter. May the Almighty continue to bless, protect and grant them love, joy, peace, patience, gentleness, kindness, goodness, gentleness and self-control all the days of their lives.
Our heartfelt appreciation to Edgar Schein, Dr. Michael Marquardt, Jim Kouzes, Barry Posner, Dr. Volker Mayer, Alberto Slikta, Dr. Lim Peng Soon, Randy Ottinger, Francis S. del Val, Adeline Lim and Gabrielle Lee for sharing the gifts of their eyes, hearts and minds as they doggedly critiqued the manuscript. We are also grateful to the hundreds of individuals and leaders who gave their insights and shared their experiences in our consulting work, seminars and workshops. Their generous inputs contributed to the creation of this book. Finally, our special thanks to the staff of PACE OD Consulting and of Marshall Cavendish International (Asia) for their much appreciated contributions in bringing our work to fruition.
CONTENTS
Foreword by Jim Kouzes and Barry Posner
Preface by Lily Cheng and Peter Cheng
P ART O NE: B EING A R EAL L EADER
Chapter 1: Introduction
What-ness of a real leader
Chapter 2: Competence
Chapter 3: Creating an inclusive environment
Chapter 4 : Compassion
Who-ness of a real leader
Chapter 5: Character
Chapter 6 : Conviction with courage
Chapter 7 : Credibility
Conclusion
P ART T WO: A NCHORING C ULTURE O N S HARED C ORE V ALUES
Chapter 8: Introduction to Organisational Culture
Chapter 9: Corporate behaviours and Core Values
Chapter 10: Overview of the Core Values Intervention
Chapter 11 : Phase 1 - Shared Core Values
Chapter 12: Phase 2 - Communicating the Core Values
Chapter 13: Phase 3 - Living out the Values
Chapter 14: Phase 4 - Making the Values stick
Chapter 15: Beyond Core Values
Conclusion
P ART T HREE: P URSUING P ERFORMANCE T HROUGH P EOPLE
Chapter 16: Human Resources and their Strategic Importance
Chapter 17: Human Resources and Performance Management
Chapter 18: The changing landscape of HRM
Chapter 19: HR and Performance Management in organisations today
Chapter 20: HR planning
Chapter 21 : The Performance Management Framework
Chapter 22: The Performance Management System and Processes
Chapter 23 : Compensation and Performance-Based Pay
Chapter 24: Implementation of the right system, in the right way
Chapter 25: The importance of Organisational Culture
Chapter 26: Overview of issues regarding Performance Management and its process
Conclusion
T HE A UTHORS H EARTBEATS

About the Authors
PACE OD Consulting
FOREWORD
Imagine you re sitting in a meeting with a group of your colleagues. The door to the conference room opens and in walks someone you ve never met before who says, Hi, I m your new leader. What questions immediately come to mind that you want to ask this person?
We ve presented this scenario to thousands of people in our ongoing leadership research. People have lots of questions they would want to ask, but by far the most frequently asked is: Who are you?
People want to know what you value and believe in. They want to know about your convictions. They want to know what drives you, what makes you happy, and what ticks you off. They want to know what you re like as a person. They want to know what makes you think you can lead them. And they especially want to know why they ought to be following you.
Before you can answer the who-are-you-questions that others pose, you first have to answer them for yourself. You have to sit down and have a conversation with yourself about the very basic, and absolutely essential, qualities that make you a leader. The first place you must explore on your leadership journey is your own inner territory.
The truth is that values drive commitment. You can t fully commit to something that isn t important to you. No one can. You can t fully commit to something that doesn t fit with who you are and how you see yourself. In order to devote the time, to expend the energy, and to make the sacrifices necessary, you have to know exactly what makes it worth doing in the first place.
Lily and Peter Cheng are driven by a similar conviction. And that s where they begin their discussion of Real Leaders . In Part One they talk passionately about the six essentials of leadership - competence, creating an inclusive environment, compassion, character, conviction with courage, and credibility. These are consistent with what we ve learned in over 30 years of research into personal-best leadership experiences, and they reflect a deep understanding of what it takes for leaders to make extraordinary things happen in organizations.
But Peter and Lily also know that as important as it is for leaders to forthrightly articulate the principles for which they stand, by no means does this suggest that your job is to get everyone to comply with what you say. You re a leader, remember, not a dictator. Leading others is definitely not about getting others to conform to your point of view. It s not about gaining enlightenment and then proclaiming the truth to your followers.
Constituents won t enthusiastically endorse nor fully commit to a list of values that you came up with in private. What you espouse must resonate with the aspirations of others. That s why in Part Two of Real Leaders Lily and Peter discuss the importance