头、心、腹： 世界最佳公司如何开发完备的领导HEAD, HEART, AND GUTS: HOW THE WORLD'S BEST COMPANIES DEVELOP COMPLETE LEADERS pdf 夸克云 tct umd 下载 2025 azw3 kindle

This book reveals the three most important capabilities leaders must *** today: the ability to set strategy, empathize with others, and take risks—all at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmith—who teach and coach CEOs and executive teams throughout the world—argue that to be successful in a complex, matrixed, fast-moving world, “w***” leaders must set strategy, develop trusting relati***hips with others, and c***istently do the right thing based on personal values. “Partial” leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts, lays out specific steps and acti*** for leaders who want to grow beyond their “leadership comfort zone” and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop “w***” leaders throughout their leadership pipeline.

作者简介：

David L. Dotlich is president of Mercer Delta Executive Learning Center (formerly CDR International). He is former executive vice president of Honeywell International.

Introduction

Part One: The Case for W*** Leadership

1 W*** Leadership Versus Partial Leadership

2 Developing Leaders the Systemic, Integrated Way

Part Two: Head Leadership

3 Rethinking the Way We Do Things Around Here

4 Reframing the Boundaries

5 Getting Things Done

6 Developing and Articulating a Point of View

Part Three: Heart Leadership

7 Balancing People Needs with Business Requirements: Touching All the Bases

8 Delivering Integrated Soluti*** Through Trust

9 Working with and Leading People from Diverse Cultures: Developing True Empathy

10 Overcoming Personal Derailers in Working with Others

Part Four: Guts Leadership

11 Taking Risks with Little or No Data

12 Balancing Risk and Reward

13 Acting with Unyielding Integrity

Part Five: Mature Leadership

14 Developing Mature Leaders for the Twenty-First Century

References

About the Authors

Index

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