Performance Management for the Modern Leader
Published on 2. December 2021
238 pages
978-1-68507-415-9 (ISBN)
Description
This book addresses the importance of employee engagement - the degree to which employees feel connected to their organizations, dedicated to its purposes, and able to utilize their talents to help organizations to succeed. The alarming findings of leadership research confirm that more employees currently feel negatively engaged than fully positively engaged in their relationships with leaders, managers, and supervisors. In addition to identifying the nature of engagement, we have explained why those who lead organizations are so often ineffective - and we offer suggestions throughout this book to help leaders, managers, supervisors, and those who work in Human Resource Management to create organizational relationships that build employee trust, commitment, and ownership. While reading this book, the reader will find well-documented information incorporating the findings of management experts, practitioners, and consultants - but also new ideas that we have refined from our past research about human relationships and leadership effectiveness.
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Cam Caldwell
Performance Management for the Modern Leader
Book
11/2021
Nova Science Publishers Inc
€211.28
Shipment within 15-20 days
Content
- Intro
- Contents
- Preface
- Chapter 1
- Performance Management in a VUCA World - Introduction and Overview
- The Struggle for Excellence
- The Inside-Out Perspective
- Intrapersonal Focus
- Interpersonal Focus
- Organizational Focus
- Societal Focus
- Summary of Chapters
- Chapter 2 - Managing Oneself-Keys to Personal Improvement
- Chapter 3 - Personal Improvement from the Inside-Out
- Chapter 4 - Self-Management and Personal Performance
- Chapter 5 - Coaching for Improved Performance
- Chapter 6 - Performance Management and Great Results
- Chapter 7 - Performance Budgeting as Performance Management
- Chapter 8 - Positive Leadership and Performance Management
- Chapter 9 - The "Measurement Problem" and Its Common Causes
- Chapter 10 - Social Responsibility and Performance Management
- A Challenge to the Reader
- References
- Chapter 2
- Managing Oneself - Keys to Personal Improvement
- Drucker on Managing Oneself
- What Are My Strengths?
- How Do I Perform?
- What Are My Values?
- Where Do I Belong?
- What Is My Contribution?
- Eight Principles for Managing Oneself
- Applications and Conclusion
- References
- Chapter 3
- Personal Improvement from the Inside-Out
- Self and Personal Improvement
- Self-Caring
- Self-Awareness
- Self-Analysis
- Self-Monitoring
- Self-Discipline
- Self-Mastery
- Self-Discovery
- Pitfalls to Improvement
- Distorted Assessment
- Lost Focus
- Personal Dishonesty
- Inadequate Preparation
- Avoiding Accountability
- Compromising Standards
- False Praise
- Giving Up
- Words of Encouragement
- References
- Chapter 4
- Self-Management and Personal Performance
- Principles of Self-Management
- Accept Accountability
- Discover Destiny
- Pursue Purpose
- Concentrate Commitment
- Incorporate Integrity
- Honor Humility
- Realize Results
- Leading by Example
- The Self-Management Challenge
- References
- Chapter 5
- Coaching for Improved Performance
- Performance Coaching
- 1. G - Game Plan
- 2. R - Results
- 3. O - Options
- 4. W - Way Forward
- Distinguishing the Coaching Process
- Eight Steps in Performance Coaching
- Six Pitfalls
- Conclusion
- References
- Chapter 6
- Performance Management and Great Results
- Understanding Leadership and Management
- A Model for Performance
- Establishing Guiding Purpose
- Communicating Vision Objectives
- Articulating Shared Goals
- Executing Implementation Tasks
- Confirming Performance Outcomes
- Identifying Measurable Standards
- Assessing Overall Results
- Continuing System Improvement
- Ten Principles
- Define Quality
- Embrace Change
- Calculate Risk
- Incorporate Flexibility
- Accept Challenges
- Ensure Commitment
- Honor Others
- Emphasize Execution
- Maintain Perspective
- Evaluate Progress
- Encouragement to the Reader
- References
- Chapter 7
- Performance Budgeting as Performance Management
- An Overview of Budgeting
- Performance Budgeting
- Ten Questions for Performance Budgeting
- Conclusion
- References
- Chapter 8
- Positive Leadership and Performance Improvement
- Defining Positive Leadership
- Contributions to Performance
- Positive Climate
- Positive Relationships
- Positive Communication
- Positive Meaning
- Encouragement to Leaders
- References
- Chapter 9
- The "Measurement Problem" and Its Common Causes
- Measurement Matters
- Foundation Information
- Productivity Information
- Resource Allocation Information
- Competence Information
- Common Measurement Problems
- Wrong Priorities
- Information Overload
- Measuring the Countable
- Disregarded Information
- Biased Self-Reporting
- Misunderstood Statistics
- Mis-Defined Quality
- Fudging Data
- Overemphasizing Profit
- Short-Term Focus
- Encouragement to Readers
- References
- Chapter 10
- Social Responsibility and Performance Management
- Why Social Responsibility Is Needed
- Quality of Education
- Poverty
- Social Unrest and Inequality
- Deterioration of the Environment
- Political Polarization
- Change in American Values
- Governmental Accountability
- Common Challenges
- Ten Opportunities for Social Responsibility
- Choose an Issue Aligned with Company Values
- Create an Internal Champion
- Partner with Interested Organizations
- Involve Interested Internal Advocates
- Recruit Significant Others and Spouses
- Create an Internal Information Blog
- Identify and Engage Local Experts
- Focus Collective Efforts
- Engage Local Community Youth
- Set an Organizational Example
- Encouragement and a Challenge
- References
- References
- About the Authors
- Index
- Blank Page
- Blank Page
