WorldCat Identities

Center for Creative Leadership

Works: 369 works in 916 publications in 2 languages and 76,633 library holdings
Genres: Handbooks and manuals  Bibliography 
Roles: pub, Publisher, Other, Editor, Publishing director
Classifications: HD6054.4.U6, 658.409082
Publication Timeline
Most widely held works by Center for Creative Leadership
Breaking the glass ceiling : can women reach the top of America's largest corporations? by Ann M Morrison( Book )

20 editions published between 1987 and 1994 in English and held by 1,632 WorldCat member libraries worldwide

This book examines the factors that determine success or derailment in the corporate environment, reveals how the executive environment is different for women, and looks at the new obstacles along the road to the top. Invaluable advice is provided from the female executives themselves on learning the ropes in a company, getting the right kind of support, and integrating work and life, as well as tips from those higher up the ladder - savvy insiders - on how these women
The Center for Creative Leadership handbook of leadership development by Ellen Van Velsor( Book )

23 editions published between 1998 and 2010 in English and held by 897 WorldCat member libraries worldwide

"The third edition of the handbook has been thoroughly revised and expanded to include the most recent research from CCL and its best thinking in the field of leadership development. This important resource includes new chapters on leadership in terms, global leadership, and leading through transitions."--Inside Cover
Ongoing feedback : how to get it, how to use it by Karen Kirkland( Book )

11 editions published between 1998 and 2004 in English and held by 122 WorldCat member libraries worldwide

"Information on your performance from co-workers and colleagues is essential if you are to develop new managerial skills and hone current ones. This guidebook provides a method of ensuring that you receive a steady flow of this feedback"--Unedited summary from book cover
Becoming a more versatile learner by Maxine A Dalton( Book )

12 editions published between 1998 and 2005 in English and held by 95 WorldCat member libraries worldwide

Almost all managers regard job experiences and the lessons they provide essential for their development as leaders. But not all of those managers are successful at learning those lessons. That difficulty is often related to a manager 's relying too much on one preferred learning tactic-a tactic that might not be suited for gleaning the lessons of a particular job experience. By increasing the number of learning tactics and becoming a more versatile learner, managers can better position themselves to take advantage of the lessons that job experiences offer and contribute to their leadership dev
Communicating across cultures by Don W Prince( Book )

11 editions published between 2000 and 2001 in English and French and held by 93 WorldCat member libraries worldwide

If you are a manaager anywhere in the world, you are almost certainly dealing with people of nationalities and cultures different from your own. This guidebook explains how to become aware of cultural differences, how to recognize when cultural differences pose a leadership challenge, and how to adapt your communication style to enhance your effectiveness as a manager
Reaching your development goals by Cynthia D McCauley( Book )

9 editions published between 1998 and 2003 in English and held by 89 WorldCat member libraries worldwide

There are three strategies that must be employed if you are to develop most fully as a manager: taking on challenging assignments, training for targeted skills, and using developmental relationships. This book describes these strategies and shows how to use them
Adaptability : responding effectively to change by Allan Calarco( Book )

9 editions published between 2006 and 2014 in English and held by 86 WorldCat member libraries worldwide

"In today's business world, the complexity and pace of change can be daunting. Adaptability is a necessary skill for leaders to develop in order to respond effectively to this change. This guidebook contributes to a greater understanding of adaptability and the cognitive, emotional, and dispositional flexibility it requires. Leaders will learn how to develop their own adaptability and to foster it in others, thereby becoming more effective for themselves, the people they lead, and their organizations."--BOOK JACKET
Eighty-eight assignments for development in place : enhancing the developmental challenge of existing jobs by Michael M Lombardo( Book )

5 editions published between 1989 and 2010 in English and French and held by 73 WorldCat member libraries worldwide

The Center for Creative Leadership's continuing studies of executives have found that learning on the job is the best way for a person to develop. Often people are given new positions in order to provide them with developmental experiences. But what if such a transfer is not possible? This report contains 88 assignments that can be added to a current job, offering individual developmental opportunities
Managing conflict with direct reports by Barbara Popejoy( Book )

6 editions published between 2002 and 2005 in English and held by 70 WorldCat member libraries worldwide

"Conflict with direct reports is one of the most difficult challenges facing managers today. But it's a challenge that successful leaders must learn to address. Managers who develop an understanding of difference without judging and are willing to see more than one perspective or solution are in a good position to manage such conflict. They are better prepared to understand emotions that can trigger conflict, to clarify performance expectations, and to provide ongoing feedback for the support and development of their direct reports."--Publisher's description
Do you really need a team? by Michael E Kossler( Book )

6 editions published in 2001 in English and held by 68 WorldCat member libraries worldwide

Despite all of the attention and accolades that organizations place on teams, they are not always the most efficient way to meet a business challenge. It's expensive and time consuming to launch a team, and it's a full-time job to lead a team toward achieving organizational objectives. This guidebook was written to help managers determine if a team is the right tool for meeting a business goal, and explains potential obstacles and challenges to forming a team that can operate at its full potential
Raising sensitive issues in a team by Dennis Lindoerfer( Book )

8 editions published between 2008 and 2011 in English and held by 66 WorldCat member libraries worldwide

"Have you ever wondered how to deal with a sensitive issues within your team? For example, how do you raise the issue that the women rarely get listened to? How do you bring up your observation that the team members from Marketing always dominate the meetings? This guidebook focuses on ways to determine whether to raise such an issue in a team meeting - and if so, how."--Jacket
Learning from life : turning life's lessons into leadership experience by Marian N Ruderman( Book )

11 editions published between 2000 and 2007 in English and held by 59 WorldCat member libraries worldwide

Preparing for development : making the most of formal leadership programs by Jennifer Martineau( Book )

9 editions published between 2001 and 2005 in English and held by 56 WorldCat member libraries worldwide

Building your team's morale, pride, and spirit by Gene Klann( Book )

7 editions published in 2004 in English and held by 52 WorldCat member libraries worldwide

To build morale, pride, and spirit, a leader needs certain characteristics and skills. This book will help you determine your current level of readiness. It describes two key factors: time spent together in shared experiences and communication among team members
How to launch a team : start right for success by Kim Kanaga( Book )

9 editions published in 2002 in English and held by 49 WorldCat member libraries worldwide

When an organization sponsors a team, it's usually to address a challenge deemed essential to organizational success. Meeting that challenge might mean implementing new ways of working, entering new markets, or developing a new product. Teams can produce innovative solutions, but leading them toward that goal can be difficult. Getting the team off on the right foot is critical to its success. To launch a team in a way that increases its chance of success, managers and team leaders should pay attention to four critical points: setting purpose and direction, defining roles and responsibilities, designing procedures and practices, and building cooperation and relationships. Understanding and implementing these elements is key to a successful launch and, in the end, essential to a team's achieving the organization's goals
Preventing derailment : what to do before it's too late by Michael M Lombardo( Book )

12 editions published between 1989 and 2002 in English and held by 43 WorldCat member libraries worldwide

Some of the strengths that lead high-potential managers to early promotions can become weaknesses. When this happens, many whose careers have been full of promise stumble, creating huge organizational and personal waste. Much derailment, however, is preventable. By looking at the problem from both an individual and organizational perspective, this report shows how
The human side of knowledge management : an annotated bibliography by Pamela S Mayer( Book )

9 editions published in 2000 in English and held by 37 WorldCat member libraries worldwide

This annotated bibliography lists books and articles that have direct application to managing the human side of knowledge acquisition, transfer, and application. What is meant by the human dimension of knowledge is how motivation and learning affect the acquisition and transfer of knowledge and how group dynamics mediate the role of knowledge in an organization. Thus, the texts cited in this bibliography focus on building knowledge-management (km) cultures that affect organizational productivity and success. The report is divided into four sections. Section one contains annotations of 60 works that represent current thinking on the emerging field of km. The next three sections organize information into those subject areas most frequently addressed by people responsible for organizational transformation efforts. Section two, "What is Knowledge Management?" Sums up varying working understandings of km and shows how km differs from purely technology-driven data management. This section addresses the differences between explicit and tacit knowledge and their derivations and also gives examples of km efforts in contemporary organizations. Section three explores the frameworks that apply to culture building, and section four identifies projects and tools that can enhance success. An appendix outlines additional resources, with a focus on the World Wide Web. (Contains three indices.) (Rjm)
Succession planning and management : a guide to organizational systems and practices by David Berke( Book )

8 editions published in 2005 in English and held by 32 WorldCat member libraries worldwide

The purpose of succession-related practices is to ensure that there are ready replacements for key positions in an organization so that turnover will not negatively affect the organization's performance. CCL first published an annotated bibliography on succession planning in 1995. That bibliography focused primarily on the link between succession and management development. This bibliography has a broader scope; it is an update and expansion, commensurate with the maturation of this area of practice. In addition to linkages between succession and development, we also consider representative literature on CEO succession, high potentials, and succession systems and architecture. It is hoped that those who use this bibliography will find resources that help them in conceptualizing, planning, and implementing effective succession systems in their organizations
Key events and lessons for managers in a diverse workforce : a report on research and findings by Christina A Douglas( Book )

9 editions published in 2003 in English and held by 22 WorldCat member libraries worldwide

Managerial effectiveness in a global context by Jean Brittain Leslie( Book )

6 editions published in 2002 in English and held by 16 WorldCat member libraries worldwide

This report investigates characteristics of managers who work across the borders of multiple countries simultaneously. Chapter 1 sets the stage by introducing the work of global managers--what they do and how it is different from managerial work in a domestic context. Chapter 2 investigates the relationship of personality to effectiveness in a global role and considers personality as a precursor to the presence of the skills and capacities necessary for effectiveness. Chapter 3 explores the relationship between learning capabilities (self-development, perspective taking, and cultural adaptability) and managerial effectiveness. Chapter 4 explores how being a cosmopolitan--an individual who has lived and worked in many countries and speaks a number of languages--may increase the likelihood for effectiveness in a global role. Chapter 5 focuses on the influence of workgroup heterogeneity and homogeneity on effectiveness. The final chapter concludes with a discussion of what global managers do, what it takes for a manager to be effective when the work is global in scope, and how global managers can be selected and developed. Appendices contain a participant background form; scales and alphas; alphas and intercorrelations among Five-Factor Model, international experience, role behavior, and performance variables; and hypotheses organized by questions of interest. (Contains 187 references.) (Rt)
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Audience level: 0.19 (from 0.02 for Key events ... to 0.86 for Alumni dir ...)

Breaking the glass ceiling : can women reach the top of America's largest corporations?
Alternative Names

CCL (Center for Creative Leadership)

Center for Creative Leadership

English (212)

French (2)

The Center for Creative Leadership handbook of leadership developmentOngoing feedback : how to get it, how to use itBecoming a more versatile learnerCommunicating across culturesReaching your development goalsAdaptability : responding effectively to changeEighty-eight assignments for development in place : enhancing the developmental challenge of existing jobsManaging conflict with direct reports