Competing Values Leadership: Creating Value in OrganizationsBoth the framework and the book make notable contributions to both theory and practice. The book will be of value to scholars and organization leaders in understanding the concepts of value creation and organizational effectiveness. |
Contents
| 3 | |
2 Clarifying the meaning of value | 21 |
3 The quadrants in the Competing Values Framework | 30 |
from eitheror to bothand thinking | 50 |
5 Creating value through new leadership behaviors | 64 |
PART II Techniques for application | 85 |
6 Predicting value creation and financial performance | 87 |
7 Measuring leadership competencies and organizational culture | 111 |
8 Applying leadership levers for organizational change | 134 |
9 Conclusions about the structure of value | 156 |
| 164 | |
| 167 | |
Other editions - View all
Competing Values Leadership: Creating Value in Organizations Kim S. Cameron No preview available - 2006 |
Common terms and phrases
achieve activities Adhocracy approach assess associated attributes become both/and Cameron and Quinn caring confrontation Chapter Collaborate quadrant Compete quadrant Competing Values Framework competitive complexity concave function concavity Control quadrant convexity core Create quadrant create value culture change customers Dana Corporation differentiated dimensions dynamics Economic Value Added effective leaders efficiency employees empowerment enhance example F-Value Figure firm firm’s focus focused foster four quadrants function future help leaders Hewlett-Packard human identify illustrate implementation improvement industry average innovation instrument internal investment Jack Welch key value drivers leadership behaviors leadership competencies Leading Lean production level of analysis measures multiple negative Number organization’s organizational culture organizations Orientation outcomes percent performance portfolio positive opposite predict process management profitability provides pursued quad rant SCHISMOGENESIS Scout Law strategies success teachable confidence teamwork tend tensions thinking tion Toyota typical value created value creation Values Framework helps