WorldCat Identities

Center for Creative Leadership

Overview
Works: 398 works in 1,079 publications in 2 languages and 82,394 library holdings
Genres: Handbooks and manuals  Bibliographies  Academic theses  Bibliography 
Roles: pub, Publisher, Other, isb, Editor, Publishing director
Classifications: HD6054.4.U6, 658.4092
Publication Timeline
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Most widely held works by Center for Creative Leadership
The Center for Creative Leadership handbook of leadership development by Ellen Van Velsor( )

30 editions published between 1998 and 2010 in English and held by 3,196 WorldCat member libraries worldwide

The Center for Creative Leadership is the world's largest institution devoted to leadership research and education. In this handbook over a dozen talented professionals join forces to outline the Center's philosophy and strategies. They present six proven methods of leadership development and illustrate how those methods have been successfully used in the real world. They give organizations a systemic approach and a means for evaluating the impact of their initiatives. And they pragmatically address such urgent topics as leadership growth for women and people of color, cross-cultural leadership development, and the development of global leaders
Feedback that works : how to build and deliver your message by Sloan R Weitzel( )

14 editions published between 2000 and 2019 in English and held by 2,227 WorldCat member libraries worldwide

Providing feedback to others about their performance is a key developmental experience. But not all feedback is effective in making the best use of that experience. This guidebook demonstrates how to make the feedback you give more effective so that others can benefit from your message
Becoming a strategic leader : your role in your organization's enduring success by Richard L Hughes( )

6 editions published between 2005 and 2014 in English and held by 2,193 WorldCat member libraries worldwide

This thoroughly revised and updated edition of Becoming a Strategic Leader contains a wealth of strategies for enhancing an individual manager's ability to exercise effective strategic leadership in organizations by providing a distinctive and systematic approach. This effective approach has been used with great success in Center for Creative Leadership's Developing the Strategic Leader Program. The authors offer fresh suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient
Eighty-eight assignments for development in place : enhancing the developmental challenge of existing jobs by Michael M Lombardo( )

6 editions published between 1989 and 2010 in English and French and held by 2,128 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 eighty-eight assignments that offer individual development opportunities on a current job
Preventing derailment : what to do before it's too late by Michael M Lombardo( )

12 editions published between 1989 and 2002 in English and held by 1,616 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
Breaking the glass ceiling : can women reach the top of America's largest corporations? by Ann M Morrison( Book )

22 editions published between 1987 and 1994 in English and held by 1,584 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
Communicating across cultures by Don W Prince( )

12 editions published between 2000 and 2001 in English and French and held by 1,523 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
Becoming a more versatile learner by Maxine A Dalton( )

11 editions published between 1998 and 2005 in English and held by 1,474 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
Adaptability : responding effectively to change by Allan Calarco( )

8 editions published between 2006 and 2014 in English and held by 1,472 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
Learning from life : turning life's lessons into leadership experience by Marian N Ruderman( )

15 editions published between 2000 and 2007 in English and held by 1,456 WorldCat member libraries worldwide

Ordinary nonwork activities like fundraising, coaching, and community advocacy can serve as sources of learning for managers in such areas as interpersonal skills, handling multiple tasks, using relevant background information, and leadership practice. Private life encourages leadership development by offering managers experience developing their psychological strength, drawing on support from family and friends, and expanding motivation and opportunities to learn. Work experiences can contribute to personal development and the ability to handle situations away from work, including developing technical skills, strengthening interpersonal and supervisory skills, and enhancing confidence performing managerial roles. Identifying one's developmental needs, and both the work and nonwork sources that support achieving them, is the key to integrating one's experiences, providing skill training, leadership practice, and emotional support. Integrating work and nonwork experiences gives leaders opportunities to act as role models. While introducing personal experiences into work settings can feel risky, doing so brings honesty and humanity to organizations and helps others realize their potential. Developmental progress is enhanced when leaders view the divide between personal life and professional work as a channel and not as a conflict. Effective use of this channel makes an individual a better manager on the job, a community leader, a source of support in and out of the organization, and a person capable of adapting and accepting challenges. (Tej)
Succession planning and management : a guide to organizational systems and practices by David Berke( )

8 editions published in 2005 in English and held by 1,448 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
Preparing for development : making the most of formal leadership programs by Jennifer Martineau( )

14 editions published between 2001 and 2005 in English and held by 1,443 WorldCat member libraries worldwide

This booklet describes how managers and their organizations can benefit by preparing for formal developmental experiences. Such preparation includes clarifying expectations, understanding and increasing motivation for attending, and making sure that the work environment supports the changes in both behavior and perspective that lead to more effective leadership. Managers can prepare by knowing what to expect from an open-enrollment program--those designed without a specific organization in mind--or from a customized program, which might focus on current challenges to an organization. It also helps to know how the program is structured. For example, are the classes in a classroom or are they in the woods? Will the evenings be free or will there be homework? Administrators should also reflect on what their personal expectations are for the program, particularly as these expectations will affect their job performance. Once the expectations are clarified, then it should be easier to develop the motivation that will be needed to make the most of the development program. Managers must also prepare their workplace by arranging to have their work covered, by sharing their goals with peers and managers, by assessing and taking care of roadblocks, and by integrating the lessons learned into leadership behavior. (Rjm)
Managing conflict with direct reports by Barbara Popejoy( )

7 editions published between 2002 and 2005 in English and held by 1,423 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( )

6 editions published in 2001 in English and held by 1,413 WorldCat member libraries worldwide

Annotation
Social identity : knowing yourself, leading others by Kelly Hannum( )

2 editions published in 2007 in English and held by 1,396 WorldCat member libraries worldwide

"Today, leaders must bring together groups of people with very different histories, perspectives, values, and cultures. The people you lead are likely to be different from you and from each other in significant ways. Leaders today need an awareness of social identity, their own and that of others"--Resource description page
Developing cultural adaptability : how to work across differences by Jennifer J Deal( )

4 editions published in 2003 in English and held by 1,393 WorldCat member libraries worldwide

Being able to communicate effectively across cultural differences, understanding how to negotiate complex social situations, and being familiar with the customs and norms of many cultures are important skills in organizations today. Perhaps even more important than possessing those essential pieces of cultural knowledge is the skill of cultural adaptability - the willingness and ability to recognize, understand and work effectively across cultural differences. Proficiency in this area helps managers to build the relationships needed to achieve results in today's global organizations, especially when those relationships are forged across borders and cultures
Raising sensitive issues in a team by Dennis Lindoerfer( )

8 editions published between 2008 and 2011 in English and held by 1,390 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."--BOOK JACKET
The human side of knowledge management : an annotated bibliography by Pamela S Mayer( )

10 editions published in 2000 in English and held by 1,374 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)
Leadership networking : connect, collaborate, create by Curt Grayson( )

3 editions published in 2007 in English and held by 1,371 WorldCat member libraries worldwide

Networking for leaders. Mapping your network. Six requirements of leadership networking. Barriers to building a leadership network. Assesing your network. Setting goals and taking action. Suggested readings. Backgroud. Key poit summary
Setting priorities : personal values, organizational results by Talula Cartwright( )

5 editions published between 2007 and 2011 in English and held by 1,340 WorldCat member libraries worldwide

"Successful leaders get results. To get results, you need to set priorities. This book can help you do a better job of setting priorities, recognizing the personal values that motivate your decision making, the probable trade-offs and consequences of your decisions, and the importance of aligning your priorities with your organization's expectations. In this way you can successfully meet organizational objectives and consistently produce results."--Jacket
 
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WorldCat IdentitiesRelated Identities
Becoming a strategic leader : your role in your organization's enduring success
Covers
Feedback that works : how to build and deliver your messageBecoming a strategic leader : your role in your organization's enduring successEighty-eight assignments for development in place : enhancing the developmental challenge of existing jobsPreventing derailment : what to do before it's too lateBreaking the glass ceiling : can women reach the top of America's largest corporations?Communicating across culturesBecoming a more versatile learnerAdaptability : responding effectively to change
Alternative Names
CCL

CCL (Center for Creative Leadership)

Center for Creative Leadership

Languages
English (215)

French (2)