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Titlebook: Leading the Board; The Six Disciplines Andrew Kakabadse,Nada Kakabadse Book 2008 Palgrave Macmillan, a division of Macmillan Publishers Li

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书目名称Leading the Board
副标题The Six Disciplines
编辑Andrew Kakabadse,Nada Kakabadse
视频video
图书封面Titlebook: Leading the Board; The Six Disciplines  Andrew Kakabadse,Nada Kakabadse Book 2008 Palgrave Macmillan, a division of Macmillan Publishers Li
描述This book provides unique and powerful insights into what it takes to succeed as a chairman leading a modern organization. Based on global research, the authors unveil the six disciplines of world-class chairmen. Leading the Board will become the standard work of reference and inspiration for the world‘s chairmen and would-be chairmen alike.
出版日期Book 2008
关键词organization; organizations; research
版次1
doihttps://doi.org/10.1057/9780230589667
isbn_softcover978-1-349-35860-1
isbn_ebook978-0-230-58966-7
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 2008
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https://doi.org/10.1057/9780230589667organization; organizations; research
发表于 2025-3-22 06:23:16 | 显示全部楼层
Introduction The rise, fall, and rise of the chairman,ople about whom a body of troops wheels when it changes direction. As the leader of the board of directors, the chairman fulfills that role in the corporation. He or she is responsible for ensuring that the firm is legally, morally, and commercially on track.
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esearch, the authors unveil the six disciplines of world-class chairmen. Leading the Board will become the standard work of reference and inspiration for the world‘s chairmen and would-be chairmen alike.978-1-349-35860-1978-0-230-58966-7
发表于 2025-3-22 17:40:18 | 显示全部楼层
Interrogating the argument,Discipline 3 is about asking questions, providing an alternative view, being a skeptical voice when all are in agreement. It is the chairman’s job to create a culture of constructive dialogue, to interrogate the argument, to provide intellectual due diligence, and to push and question in search of the best solution.
发表于 2025-3-23 01:14:06 | 显示全部楼层
Living the values,“The moral character of the top person is the key,” says Bernard Rethore. “The fact is they have to signal these virtues every day. What they stand for is what the organization stands for and that is how they should live.”
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