Browse and Search



ElgarOnline

Bookseller

Chant Series

Competing Values Leadership

Click to look inside Look inside

Competing Values Leadership

Creating Value in Organizations

Kim S. Cameron , Robert E. Quinn , Jeff DeGraff , Anjan V. Thakor

Kim S. Cameron, William Russell Kelly Professor of Management and Organization, Robert E. Quinn, Margaret Elliott Tracey Professor of Business Administration, University of Michigan, Jeff DeGraff, Professor of the Practice of Management, Ross School of Management, University of Michigan, Ann Arbor, US and Anjan V. Thakor, John E. Simon Professor of Finance, Olin School of Business, Washington University, US

2006 192 pp Hardback 978 1 84542 735 1
2007 Paperback 978 1 84720 495 0
ebook isbn 978 1 84720 156 0

Hardback £77.00 on-line price £69.30

Paperback £27.00 on-line price £21.60

Qty

Series: New Horizons in Management series



Available as an eBook for subscribing libraries on Elgaronline.

For individuals at paper price on Google ebooks and ebooks.com

Other eBook partners.


Description
‘I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It features eight competing but complementary values that are critical for managing today’s complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.’
– Andrew H. Van de Ven, University of Minnesota, US

Capturing the dynamic growth and influence of the Competing Value Framework, this thorough revision provides students in management, HRM, leadership and OB with a compelling and accessible text.

Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change.

Contents
Contents: Part I: Value Creation 1. Introducing the Competing Values Way of Thinking 2. Clarifying the Meaning of Value 3. The Quadrants in the Competing Values Framework 4. Tensions and Trade-offs: From Either/or to Both/and Thinking 5. Creating Value Through New Leadership Behaviors Part II: Techniques for Application 6. Predicting Value Creation and Financial Performance 7. Measuring Leadership Competencies and Organizational Culture 8. Applying Leadership Levers for Organizational Change 9. Conclusions About the Structure of Value References Index

Further information

‘Both 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. It will be an aid to consultants in conceptualizing strategies for organizations and in counselling leaders on how to operationalize the concepts in their organizations.’
– S.R. Mohnot, Global Business Review

‘This is a very readable and excellently presented volume. It will interest anyone concerned with organizational effectiveness and the competing values model.’
– Economic Outlook and Business Review

‘I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It features eight competing but complementary values that are critical for managing today’s complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.’
– Andrew H. Van de Ven, University of Minnesota, US

Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change.

The Competing Values Framework was developed in response to the need for a broadly applicable model that would foster successful leadership, improve organizational effectiveness, and promote value creation. It helps leaders think differently about value creation and shows them how to clarify purpose, integrate practices, and lead people. Named one of the 40 most important frameworks in the history of business, it has been studied and tested in organizations for more than 25 years. Currently used by hundreds of firms around the world, the Competing Values Framework serves as a map, an organizing mechanism, a sense-making device, a source of new ideas, and a learning system.

This accessible resource will be of great use to organizational scholars interested in the concepts of value creation, organizational effectiveness, and competing values; to leaders and managers interested in enhancing and creating value in their organizations; and to change agents and consultants who use the Competing Values Framework as part of their intervention strategies or who are looking to help improve organizations.



 
Information
Bottom border
NEW BOOK ALERT

1) Choose your area:

  Business Leadership
  International Business
  Management
   
2) Enter your email address:



For more specific areas:
Specific Areas
Bottom border
Bookmark and Share
Offer
Offer