更新时间：2019-09-20 12:16:28
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THE LEADERSHIP CAPITAL INDEX
献词
FOREWORD
INTRODUCTION The Market Value of Leadership
PART ONE Why and How Leadership Matters to Investors
CHAPTER 1 When Leadership Matters to Investors It Matters More
Audiences for Leadership Capital Insights
Logic of Leadership Capital Index
Valuation Evolution: From Financial to Intangible to Leadership
Leadership Evolution: From Personal Style to Organization Impact to Investor Value
Investors Value Leadership: Research Results
Conclusion
CHAPTER 2 Creating a Leadership Capital Index
How Do Investors Assess Quality of Leadership?
Requirements of a Leadership Capital Index
Domain 1: Individual Leader Competencies
Domain 2: Organizational Capability and Human Capital
Using the Leadership Capital Index to Improve Key Organization Processes
Summary: Creating a Leadership Capital Index
PART TWO The Individual Elements of the Leadership Capital Index
CHAPTER 3 Personal Proficiency
Past Performance and Experience
Physical Presence and Vitality
Emotional Identity and Well-Being
Social Skills
Intellectual Agility Resilience and Grit
Moral Values and Ethical Judgment
CHAPTER 4 Strategic Proficiency
Have an Overall Strategic Approach
Understand External Business Drivers
Create a Unique Position for the Future
Turn Aspiration into Action
Engage and Communicate with Employees
Manage the Strategy Process
CHAPTER 5 Execution Proficiency
Recognize and Create a Need for Execution
Focus on Priorities
Ensure Clear Accountability
Manage Decision Making and Governance
Influence Others to Mobilize Commitment
Adapt Quickly
CHAPTER 6 People Proficiency
Have a Positive People Management Philosophy and Behavior Pattern
Know and Trust People
Attend to Their Personal Succession
Coach and Mentor Others
Excel at Communication
Understand and Use Teams
CHAPTER 7 Leadership Brand Proficiency
Customer Fit
Strategic Fit
Life Cycle Fit
Community Fit
Values Fit
PART THREE The Organization Elements of the Leadership Capital Index
CHAPTER 8 Cultural Capability
Definition Stage One: Recognize Need to Build Capability
Definition Stage Two: Set Capability Priorities
Definition Stage Three: Equate Culture with Identity in Customers' Minds
Intellectual Agenda: Clear and Shared Cultural Message
Behavioral Agenda: Employee Actions Align with Culture
Process Agenda: Management Processes Align with Culture
CHAPTER 9 Talent Management Processes
Overall Commitment to Talent Management
In: Acquiring the Right Talent
Through: Developing Current Talent
Through: Preparing Future Successors
Through: Building Commitment
Out: Managing Retention
Out: Removing Poor Performers
CHAPTER 10 Performance Accountability Processes
Overall Commitment to Accountability
Positive Accountability Conversation
Clear Standards That Differentiate Performance
Standards Linked to Consequences
Reward Systems That Drive Behavior
Performance Follow-Up
CHAPTER 11 Information Processes
Trends in Information
Maintenance of Overall Commitment to Information
Use of Information for Puzzle Solving
Use of Information for Mystery Discovery
Transparent Dissemination of Information
Use of Information for Decision Making
Management of Information Flow Across Boundaries
CHAPTER 12 Work Processes
Manage by Paradox
