WorldCat Identities

Mulally, Alan R.

Overview
Works: 14 works in 26 publications in 1 language and 1,042 library holdings
Genres: History  Case studies 
Roles: Author
Classifications: HV1796.W23,
Publication Timeline
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Most widely held works by Alan R Mulally
Seattle's best-kept secret : a history of the Lighthouse for the Blind, Inc. : celebrating ninety years by Junius Rochester( Book )

1 edition published in 2004 in English and held by 8 WorldCat member libraries worldwide

Critical success factors for Southwest Airlines Co. by Alan R Mulally( )

2 editions published in 1982 in English and held by 2 WorldCat member libraries worldwide

Atmospheric disturbances affecting safety of flight by Alan R Mulally( Book )

1 edition published in 1986 in English and held by 2 WorldCat member libraries worldwide

Lecture proceedings from Trade, a vision for the future( Book )

1 edition published in 1998 in English and held by 2 WorldCat member libraries worldwide

Welcome aboard by Boeing Company( Book )

1 edition published in 2004 in English and held by 1 WorldCat member library worldwide

An investigation of aerodynamic design modifications which lead to performance gains and the preliminary design of a new light airplane by Alan R Mulally( )

1 edition published in 1969 in English and held by 1 WorldCat member library worldwide

How to become a game-changing leader : to successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies : doing so isn't easy, and requires mastery of a wide range of leadership skills by Doug Ready( )

2 editions published in 2017 in English and held by 0 WorldCat member libraries worldwide

The authors argue that it is increasingly important for business leaders to learn how to build companies that are simultaneously purpose-driven, performance-focused, and principles-led. At a time when the pace of change in business is faster than ever, they believe that building organizations with these three characteristics is no longer a choice. Being performance-driven is clearly essential to success; continuous disruption, rapid technological innovation, and turbulence require that today’s leaders build agile organizations with resilient employees in order to achieve superior performance. But focusing on results alone is not enough. Demographic, cultural, and technological changes have led to a workforce that demands a set of operating principles characterized by core values such as transparency, trust, inclusion, and real-time collaboration to help guide behaviors and decision-making in companies. Finally, studies have shown that millennials are deeply motivated by corporate social responsibility and a compelling sense of purpose. Together, these forces make the case that companies that fail to aspire to align purpose, performance, and principles will also fail to attract the best talent. Furthermore, to achieve the kind of transformations that today’s fast-moving economy often requires of businesses, executives need engaged, committed employees who have opportunities to contribute their knowledge. Purpose and principles can help engage employees in support of high performance. The authors acknowledge that while it is easy for executives to say they aspire to build companies that are simultaneously purpose-driven, performance-focused, and principles-led, it is a difficult accomplishment to achieve. There are often inherent tensions and conflicting goals associated with trying to achieve all three aims. How can executives align purpose, performance, and principles so that they can lead their organizations through major changes? The authors’ research and experience suggest the task requires not only a set of leadership skills that they describe but also five mindsets that encompass the embedded tensions that face leaders of large, complex organizations. Executives must learn to reconcile these tensions by mastering a series of five conflicting yet complementary dualities: urgency and patience; collective and individual accountability; coaching and driving performance; student and teacher; and humility and boldness. One of the a
 
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Languages
English (20)

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