000			01942cam a22003254a 4500
008			120308s2012 enka 001 0 eng
010			_a 2012007735
020			_a9780749466923
020			_a9780749466930 (ebook)
040			_aDLC _cDLC _dDLC
042			_apcc
050	0	0	_aHD57.7 _b.E43 2012
082	0	0	_a658.4/092 _223
100	1		_aElsner, Richard.
245	1	0	_aLeadership transitions : _bhow business leaders take charge in new roles / _cRichard Elsner, Bridget Farrands.
260			_aLondon : _bKogan Page, _cc2012.
300			_a196 p. : _bill. ; _c24 cm.
500			_aIncludes index.
505	0		_aMyths -- Waving or drowning? -- Tensions -- Inner qualities of the leader -- Tools.
650		0	_aLeadership.
650		0	_aExecutive ability.
650		0	_aSuccess in business.
700	1		_aFarrands, Bridget.
035			_a(IMchF)fol14206197
520			_aIn a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption. This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.
005			20170126100441.0
001			57480
003			UOWD
942			_cREGULAR
999			_c24085 _d24085