New Leadership Communication--Inspire Your Horizon
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2023
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
MARC
| LEADER | 00000nam a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV050100602 | ||
| 003 | DE-604 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 241218s2023 xx o|||| 00||| eng d | ||
| 020 | |a 9783031343148 |9 978-3-031-34314-8 | ||
| 035 | |a (ZDB-30-PQE)EBC30727048 | ||
| 035 | |a (ZDB-30-PAD)EBC30727048 | ||
| 035 | |a (ZDB-89-EBL)EBL30727048 | ||
| 035 | |a (OCoLC)1396696197 | ||
| 035 | |a (DE-599)BVBBV050100602 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 082 | 0 | |a 658.45 | |
| 100 | 1 | |a Pfeffermann, Nicole |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a New Leadership Communication--Inspire Your Horizon |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Cham |b Springer International Publishing AG |c 2023 | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 Online-Ressource (431 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Preface -- Acknowledgements -- Contents -- About the Editors -- 1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication -- 1.1 Introduction: Human Leadership View -- 1.2 Why Communication Matters -- 1.3 How Can We Understand New Leadership Communication? -- 1.4 What Makes a New Leader? Leadership Thinking -- 1.5 Essentials of New Leadership Communication -- Appendix -- References -- Part I Inspiring Perspectives on Communication -- 2 Why Should Leaders Prioritize Purpose? -- 2.1 Reevaluating Our "Why of Work" -- 2.2 Work as a Calling -- 2.3 From the Great Resignation to the Great Exploration -- 2.4 Implications for Leaders Today -- 2.5 Conclusion -- References -- 3 How Leaders Can Be Better Communicators in the Virtual Era -- 3.1 Introduction -- 3.2 Behavioral Implications of Virtual Communication -- 3.3 Advantages of Virtual Communication -- 3.4 Virtual Communication Intelligence -- 3.5 Conclusion -- References -- 4 New Leadership-Essential Leadership Skills for Interactive Daily Business -- 4.1 Introduction -- 4.2 Understanding New Leadership and Its Challenges -- 4.3 Leadership Communication in Daily Business -- 4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business -- 4.5 Conclusion -- 5 Essential Communication Skills for Emerging Leaders -- 5.1 Introduction -- 5.2 The Future -- References -- 6 AI-Supported Communication (Models) and the Digitalization of Communication -- 6.1 Artificial Intelligence (AI) and Communication -- 6.2 The Need for New Communication Models (Plans) -- 6.3 Outlook 'Digitalization of Communication' -- References -- 7 Building Trust for Better Crisis Communication: Lessons for Leadership Development -- 7.1 Introduction -- 7.2 The Crisis Management Process -- 7.2.1 Crisis Preparedness -- 7.3 Dialogic Loops | |
| 505 | 8 | |a 7.4 Effective Communication Strategies -- 7.5 The Thrust of Trust -- 7.5.1 Trusted Leadership -- 7.5.2 Emotional Intelligence -- 7.6 Conclusions -- Biography -- 8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication -- 8.1 Introduction -- 8.2 The Social Responsibility of Companies and "Societal Licences" -- 8.3 With Transparency or Authentic Communication? -- 8.4 Three Pillars of Sustainability -- 8.5 Conclusion -- 9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture -- 9.1 Introduction -- References -- 10 Ground Rules for Effective Leadership Communication -- 10.1 Introduction -- 10.2 Clarity Matters -- 10.3 Make It Relevant -- 10.4 Make It Trustworthy -- 10.5 Be Strategic -- 10.6 Conclusion -- References -- 11 Leadership and Innovation Communication-How Companies Survive, Grow and Prosper -- 11.1 Introduction: Innovation in the Digital Age -- 11.1.1 The Shift from Closed to Open Innovation -- 11.1.2 Which Role Plays Communication in the Open Innovation Economy? -- 11.2 Innovation Communication: A Brief Review -- 11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] -- 11.2.2 Innovation Communication [Zerfass/Nordfos] -- 11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] -- 11.2.4 Word of Mouth Communication (WOM) [Mazzarol] -- 11.2.5 Change/Innovation Communication (Internal) -- 11.3 Innovation Communication as a Strategic Capability -- 11.3.1 Innovation Communication Capability -- 11.3.2 Five Management Principles in Detail -- 11.3.3 Management Framework'ICOM Cap' (Pfeffermann, 2014a, 2014b) -- References -- 12 Strategy and Communication in Organizations. Acts Better Than Words -- 12.1 Introduction -- 12.2 Organizational Strategy and Internal Communication -- 12.2.1 Efficiency -- 12.2.2 Learning -- 12.2.3 Engagement | |
| 505 | 8 | |a 12.3 Organizational Strategy and External Communication -- 12.4 Conclusion -- References -- 13 Effective Top-Management Communication for Consultants and Other Practitioners -- 13.1 Introduction -- 13.2 Communicate Top-Down -- 13.3 Structure Your Insights -- 13.4 Convince with Slides -- 13.5 Reflections on New Leadership Communication -- References -- 14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis -- 14.1 Introduction -- 14.2 Using AI to Combat Digital Information Overload -- 14.3 Conclusion -- References -- 15 New Leadership and the Communication of Social Support -- 15.1 Introduction -- 15.2 Challenges Associated with New Leadership -- 15.2.1 Conceptualizations of Social Support -- 15.3 Why Leader Support "Works" or "Fails" -- 15.3.1 Effective Support -- 15.3.2 Ineffective Support -- 15.4 Leader Considerations When Enacting Support -- 15.4.1 Assessing the Context -- 15.4.2 Interpersonal Dynamics -- 15.5 Conclusion -- References -- 16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication -- 16.1 Introduction -- 16.2 Definition of Aspirational Capital -- 16.3 Aspirational Capital in Business -- 16.4 Signs of a Performance Gap in Practice -- 16.5 Aspirational Capital Flows by Communication -- 16.6 Conclusion -- References -- 17 Ambivalences of Leadership Communication in the Digital Age -- 17.1 Introduction -- 17.2 Rapid Decision Making versus Long-Term Vision -- 17.3 Hierarchy and Collaboration -- 17.4 Trust and Control -- 17.5 Closeness and Distance -- 17.6 Emotion and Rationality -- 17.7 Conclusion -- References -- 18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability -- 18.1 Introduction -- 18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation -- 18.3 Reflections on Leadership | |
| 505 | 8 | |a 18.4 Communicative Function and Types of Motives -- 18.5 Communication-Union -- 18.6 Wrap-Up: Communication and Leadership for Sustainability -- Part II Communicative Perspectives on Innovation, Strategy -- 19 Modern Leadership in Regulation -- Lessons from Moral Education -- 19.1 Introduction -- 19.1.1 Problem -- 19.1.2 Question -- 19.2 Educational Vision on Punishment and Morality -- 19.3 Conditions for Punishment in Education -- 19.3.1 Educational Punishment -- 19.4 Moral Communication in Public Regulation -- 19.4.1 Conditions -- 19.4.2 Moral Authority -- 19.4.3 Mutual Trust -- 19.4.4 Love -- 19.4.5 Recognition of Identity -- 19.5 Implications for Regulators -- References -- 20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement -- 20.1 Introduction -- 20.2 The Four Domains of Organizational Achievement -- 20.2.1 Priorities: Aligning the Organization with Customer Problem Solving -- 20.2.2 People: Emotionally Engaged in Solving Customer Problems -- 20.2.3 Performance: Sustainable Growth Metrics and Identity Building -- 20.2.4 Partners: Customer Commitments Supported by the Ecosystem -- 20.2.5 A Shared Vision of Impactful Customers Problem Solving -- 20.3 The Pathway Towards Creatively Active Leadership -- 20.3.1 Early Phase (Tier 1-2): Risk, Management, and Transparency -- 20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment -- 20.3.3 Maturing Phase (Tier 4-5): Experimentation, Fit, and Reversed Leadership -- 20.4 Implications for Company Leaders and Aspiring Intrapreneurs -- References -- 21 How the Most Future-Ready Companies Innovate and Communicate with the External World -- 21.1 Introduction -- 21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers -- 21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready | |
| 505 | 8 | |a 22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation -- 22.1 Introduction -- 22.2 The Entrepreneurial Innovation Value Model (EIV) -- 22.2.1 Introduction to EIV -- 22.2.2 The Capabilities Architecture -- 22.3 The Case Studies -- 22.3.1 Case Study 1-Skin Elements Ltd. -- 22.3.2 Case Study 2-Scanalyse Pty Ltd. -- 22.3.3 Case Study 3-Live Technologies Pty Ltd. -- 22.3.4 Case Study Analysis Using the EIV Model -- 22.3.5 The Findings and Conclusion -- References -- 23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru -- 23.1 Introduction -- 23.2 Theoretical Framework -- 23.2.1 Inclusive Innovation from a Co-evolutionary Perspective -- 23.2.2 Dimensions of Inclusive Innovation -- 23.2.3 Adaptive Planning for Inclusive Innovation -- 23.2.4 Communication Spaces for Inclusive Innovation -- 23.3 Methodology -- 23.4 Results and Discussion -- 23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation -- 23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive -- 23.4.3 The Governance of Inclusive Innovation Process -- 23.5 Conclusions -- References -- 24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational -- 24.1 Introduction -- 24.2 Literature Review -- 24.2.1 Purpose & -- Communication -- 24.2.2 Company Culture & -- Employee Engagement -- 24.2.3 Stakeholder Involvement -- 24.3 A Strategic Management Perspective -- 24.3.1 Integration of Sustainability and Business Strategy -- 24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms -- 24.3.3 Linking Rewards to Sustainability Implementation -- 24.4 Summary Conclusions of Literature Review | |
| 505 | 8 | |a 24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach | |
| 650 | 4 | |a Communication in management | |
| 650 | 4 | |a Communication in organizations | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Business-Communication systems | |
| 700 | 1 | |a Schaller, Monika |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Pfeffermann, Nicole |t New Leadership Communication--Inspire Your Horizon |d Cham : Springer International Publishing AG,c2023 |z 9783031343131 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035437764 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30727048 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1820216617445883904 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Pfeffermann, Nicole |
| author_facet | Pfeffermann, Nicole |
| author_role | aut |
| author_sort | Pfeffermann, Nicole |
| author_variant | n p np |
| building | Verbundindex |
| bvnumber | BV050100602 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Acknowledgements -- Contents -- About the Editors -- 1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication -- 1.1 Introduction: Human Leadership View -- 1.2 Why Communication Matters -- 1.3 How Can We Understand New Leadership Communication? -- 1.4 What Makes a New Leader? Leadership Thinking -- 1.5 Essentials of New Leadership Communication -- Appendix -- References -- Part I Inspiring Perspectives on Communication -- 2 Why Should Leaders Prioritize Purpose? -- 2.1 Reevaluating Our "Why of Work" -- 2.2 Work as a Calling -- 2.3 From the Great Resignation to the Great Exploration -- 2.4 Implications for Leaders Today -- 2.5 Conclusion -- References -- 3 How Leaders Can Be Better Communicators in the Virtual Era -- 3.1 Introduction -- 3.2 Behavioral Implications of Virtual Communication -- 3.3 Advantages of Virtual Communication -- 3.4 Virtual Communication Intelligence -- 3.5 Conclusion -- References -- 4 New Leadership-Essential Leadership Skills for Interactive Daily Business -- 4.1 Introduction -- 4.2 Understanding New Leadership and Its Challenges -- 4.3 Leadership Communication in Daily Business -- 4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business -- 4.5 Conclusion -- 5 Essential Communication Skills for Emerging Leaders -- 5.1 Introduction -- 5.2 The Future -- References -- 6 AI-Supported Communication (Models) and the Digitalization of Communication -- 6.1 Artificial Intelligence (AI) and Communication -- 6.2 The Need for New Communication Models (Plans) -- 6.3 Outlook 'Digitalization of Communication' -- References -- 7 Building Trust for Better Crisis Communication: Lessons for Leadership Development -- 7.1 Introduction -- 7.2 The Crisis Management Process -- 7.2.1 Crisis Preparedness -- 7.3 Dialogic Loops 7.4 Effective Communication Strategies -- 7.5 The Thrust of Trust -- 7.5.1 Trusted Leadership -- 7.5.2 Emotional Intelligence -- 7.6 Conclusions -- Biography -- 8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication -- 8.1 Introduction -- 8.2 The Social Responsibility of Companies and "Societal Licences" -- 8.3 With Transparency or Authentic Communication? -- 8.4 Three Pillars of Sustainability -- 8.5 Conclusion -- 9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture -- 9.1 Introduction -- References -- 10 Ground Rules for Effective Leadership Communication -- 10.1 Introduction -- 10.2 Clarity Matters -- 10.3 Make It Relevant -- 10.4 Make It Trustworthy -- 10.5 Be Strategic -- 10.6 Conclusion -- References -- 11 Leadership and Innovation Communication-How Companies Survive, Grow and Prosper -- 11.1 Introduction: Innovation in the Digital Age -- 11.1.1 The Shift from Closed to Open Innovation -- 11.1.2 Which Role Plays Communication in the Open Innovation Economy? -- 11.2 Innovation Communication: A Brief Review -- 11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] -- 11.2.2 Innovation Communication [Zerfass/Nordfos] -- 11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] -- 11.2.4 Word of Mouth Communication (WOM) [Mazzarol] -- 11.2.5 Change/Innovation Communication (Internal) -- 11.3 Innovation Communication as a Strategic Capability -- 11.3.1 Innovation Communication Capability -- 11.3.2 Five Management Principles in Detail -- 11.3.3 Management Framework'ICOM Cap' (Pfeffermann, 2014a, 2014b) -- References -- 12 Strategy and Communication in Organizations. Acts Better Than Words -- 12.1 Introduction -- 12.2 Organizational Strategy and Internal Communication -- 12.2.1 Efficiency -- 12.2.2 Learning -- 12.2.3 Engagement 12.3 Organizational Strategy and External Communication -- 12.4 Conclusion -- References -- 13 Effective Top-Management Communication for Consultants and Other Practitioners -- 13.1 Introduction -- 13.2 Communicate Top-Down -- 13.3 Structure Your Insights -- 13.4 Convince with Slides -- 13.5 Reflections on New Leadership Communication -- References -- 14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis -- 14.1 Introduction -- 14.2 Using AI to Combat Digital Information Overload -- 14.3 Conclusion -- References -- 15 New Leadership and the Communication of Social Support -- 15.1 Introduction -- 15.2 Challenges Associated with New Leadership -- 15.2.1 Conceptualizations of Social Support -- 15.3 Why Leader Support "Works" or "Fails" -- 15.3.1 Effective Support -- 15.3.2 Ineffective Support -- 15.4 Leader Considerations When Enacting Support -- 15.4.1 Assessing the Context -- 15.4.2 Interpersonal Dynamics -- 15.5 Conclusion -- References -- 16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication -- 16.1 Introduction -- 16.2 Definition of Aspirational Capital -- 16.3 Aspirational Capital in Business -- 16.4 Signs of a Performance Gap in Practice -- 16.5 Aspirational Capital Flows by Communication -- 16.6 Conclusion -- References -- 17 Ambivalences of Leadership Communication in the Digital Age -- 17.1 Introduction -- 17.2 Rapid Decision Making versus Long-Term Vision -- 17.3 Hierarchy and Collaboration -- 17.4 Trust and Control -- 17.5 Closeness and Distance -- 17.6 Emotion and Rationality -- 17.7 Conclusion -- References -- 18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability -- 18.1 Introduction -- 18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation -- 18.3 Reflections on Leadership 18.4 Communicative Function and Types of Motives -- 18.5 Communication-Union -- 18.6 Wrap-Up: Communication and Leadership for Sustainability -- Part II Communicative Perspectives on Innovation, Strategy -- 19 Modern Leadership in Regulation -- Lessons from Moral Education -- 19.1 Introduction -- 19.1.1 Problem -- 19.1.2 Question -- 19.2 Educational Vision on Punishment and Morality -- 19.3 Conditions for Punishment in Education -- 19.3.1 Educational Punishment -- 19.4 Moral Communication in Public Regulation -- 19.4.1 Conditions -- 19.4.2 Moral Authority -- 19.4.3 Mutual Trust -- 19.4.4 Love -- 19.4.5 Recognition of Identity -- 19.5 Implications for Regulators -- References -- 20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement -- 20.1 Introduction -- 20.2 The Four Domains of Organizational Achievement -- 20.2.1 Priorities: Aligning the Organization with Customer Problem Solving -- 20.2.2 People: Emotionally Engaged in Solving Customer Problems -- 20.2.3 Performance: Sustainable Growth Metrics and Identity Building -- 20.2.4 Partners: Customer Commitments Supported by the Ecosystem -- 20.2.5 A Shared Vision of Impactful Customers Problem Solving -- 20.3 The Pathway Towards Creatively Active Leadership -- 20.3.1 Early Phase (Tier 1-2): Risk, Management, and Transparency -- 20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment -- 20.3.3 Maturing Phase (Tier 4-5): Experimentation, Fit, and Reversed Leadership -- 20.4 Implications for Company Leaders and Aspiring Intrapreneurs -- References -- 21 How the Most Future-Ready Companies Innovate and Communicate with the External World -- 21.1 Introduction -- 21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers -- 21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready 22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation -- 22.1 Introduction -- 22.2 The Entrepreneurial Innovation Value Model (EIV) -- 22.2.1 Introduction to EIV -- 22.2.2 The Capabilities Architecture -- 22.3 The Case Studies -- 22.3.1 Case Study 1-Skin Elements Ltd. -- 22.3.2 Case Study 2-Scanalyse Pty Ltd. -- 22.3.3 Case Study 3-Live Technologies Pty Ltd. -- 22.3.4 Case Study Analysis Using the EIV Model -- 22.3.5 The Findings and Conclusion -- References -- 23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru -- 23.1 Introduction -- 23.2 Theoretical Framework -- 23.2.1 Inclusive Innovation from a Co-evolutionary Perspective -- 23.2.2 Dimensions of Inclusive Innovation -- 23.2.3 Adaptive Planning for Inclusive Innovation -- 23.2.4 Communication Spaces for Inclusive Innovation -- 23.3 Methodology -- 23.4 Results and Discussion -- 23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation -- 23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive -- 23.4.3 The Governance of Inclusive Innovation Process -- 23.5 Conclusions -- References -- 24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational -- 24.1 Introduction -- 24.2 Literature Review -- 24.2.1 Purpose & -- Communication -- 24.2.2 Company Culture & -- Employee Engagement -- 24.2.3 Stakeholder Involvement -- 24.3 A Strategic Management Perspective -- 24.3.1 Integration of Sustainability and Business Strategy -- 24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms -- 24.3.3 Linking Rewards to Sustainability Implementation -- 24.4 Summary Conclusions of Literature Review 24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach |
| ctrlnum | (ZDB-30-PQE)EBC30727048 (ZDB-30-PAD)EBC30727048 (ZDB-89-EBL)EBL30727048 (OCoLC)1396696197 (DE-599)BVBBV050100602 |
| dewey-full | 658.45 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.45 |
| dewey-search | 658.45 |
| dewey-sort | 3658.45 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nam a2200000zc 4500</leader><controlfield tag="001">BV050100602</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">241218s2023 xx o|||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9783031343148</subfield><subfield code="9">978-3-031-34314-8</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC30727048</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC30727048</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL30727048</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1396696197</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV050100602</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.45</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Pfeffermann, Nicole</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">New Leadership Communication--Inspire Your Horizon</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cham</subfield><subfield code="b">Springer International Publishing AG</subfield><subfield code="c">2023</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (431 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Preface -- Acknowledgements -- Contents -- About the Editors -- 1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication -- 1.1 Introduction: Human Leadership View -- 1.2 Why Communication Matters -- 1.3 How Can We Understand New Leadership Communication? -- 1.4 What Makes a New Leader? Leadership Thinking -- 1.5 Essentials of New Leadership Communication -- Appendix -- References -- Part I Inspiring Perspectives on Communication -- 2 Why Should Leaders Prioritize Purpose? -- 2.1 Reevaluating Our "Why of Work" -- 2.2 Work as a Calling -- 2.3 From the Great Resignation to the Great Exploration -- 2.4 Implications for Leaders Today -- 2.5 Conclusion -- References -- 3 How Leaders Can Be Better Communicators in the Virtual Era -- 3.1 Introduction -- 3.2 Behavioral Implications of Virtual Communication -- 3.3 Advantages of Virtual Communication -- 3.4 Virtual Communication Intelligence -- 3.5 Conclusion -- References -- 4 New Leadership-Essential Leadership Skills for Interactive Daily Business -- 4.1 Introduction -- 4.2 Understanding New Leadership and Its Challenges -- 4.3 Leadership Communication in Daily Business -- 4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business -- 4.5 Conclusion -- 5 Essential Communication Skills for Emerging Leaders -- 5.1 Introduction -- 5.2 The Future -- References -- 6 AI-Supported Communication (Models) and the Digitalization of Communication -- 6.1 Artificial Intelligence (AI) and Communication -- 6.2 The Need for New Communication Models (Plans) -- 6.3 Outlook 'Digitalization of Communication' -- References -- 7 Building Trust for Better Crisis Communication: Lessons for Leadership Development -- 7.1 Introduction -- 7.2 The Crisis Management Process -- 7.2.1 Crisis Preparedness -- 7.3 Dialogic Loops</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.4 Effective Communication Strategies -- 7.5 The Thrust of Trust -- 7.5.1 Trusted Leadership -- 7.5.2 Emotional Intelligence -- 7.6 Conclusions -- Biography -- 8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication -- 8.1 Introduction -- 8.2 The Social Responsibility of Companies and "Societal Licences" -- 8.3 With Transparency or Authentic Communication? -- 8.4 Three Pillars of Sustainability -- 8.5 Conclusion -- 9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture -- 9.1 Introduction -- References -- 10 Ground Rules for Effective Leadership Communication -- 10.1 Introduction -- 10.2 Clarity Matters -- 10.3 Make It Relevant -- 10.4 Make It Trustworthy -- 10.5 Be Strategic -- 10.6 Conclusion -- References -- 11 Leadership and Innovation Communication-How Companies Survive, Grow and Prosper -- 11.1 Introduction: Innovation in the Digital Age -- 11.1.1 The Shift from Closed to Open Innovation -- 11.1.2 Which Role Plays Communication in the Open Innovation Economy? -- 11.2 Innovation Communication: A Brief Review -- 11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] -- 11.2.2 Innovation Communication [Zerfass/Nordfos] -- 11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] -- 11.2.4 Word of Mouth Communication (WOM) [Mazzarol] -- 11.2.5 Change/Innovation Communication (Internal) -- 11.3 Innovation Communication as a Strategic Capability -- 11.3.1 Innovation Communication Capability -- 11.3.2 Five Management Principles in Detail -- 11.3.3 Management Framework'ICOM Cap' (Pfeffermann, 2014a, 2014b) -- References -- 12 Strategy and Communication in Organizations. Acts Better Than Words -- 12.1 Introduction -- 12.2 Organizational Strategy and Internal Communication -- 12.2.1 Efficiency -- 12.2.2 Learning -- 12.2.3 Engagement</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">12.3 Organizational Strategy and External Communication -- 12.4 Conclusion -- References -- 13 Effective Top-Management Communication for Consultants and Other Practitioners -- 13.1 Introduction -- 13.2 Communicate Top-Down -- 13.3 Structure Your Insights -- 13.4 Convince with Slides -- 13.5 Reflections on New Leadership Communication -- References -- 14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis -- 14.1 Introduction -- 14.2 Using AI to Combat Digital Information Overload -- 14.3 Conclusion -- References -- 15 New Leadership and the Communication of Social Support -- 15.1 Introduction -- 15.2 Challenges Associated with New Leadership -- 15.2.1 Conceptualizations of Social Support -- 15.3 Why Leader Support "Works" or "Fails" -- 15.3.1 Effective Support -- 15.3.2 Ineffective Support -- 15.4 Leader Considerations When Enacting Support -- 15.4.1 Assessing the Context -- 15.4.2 Interpersonal Dynamics -- 15.5 Conclusion -- References -- 16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication -- 16.1 Introduction -- 16.2 Definition of Aspirational Capital -- 16.3 Aspirational Capital in Business -- 16.4 Signs of a Performance Gap in Practice -- 16.5 Aspirational Capital Flows by Communication -- 16.6 Conclusion -- References -- 17 Ambivalences of Leadership Communication in the Digital Age -- 17.1 Introduction -- 17.2 Rapid Decision Making versus Long-Term Vision -- 17.3 Hierarchy and Collaboration -- 17.4 Trust and Control -- 17.5 Closeness and Distance -- 17.6 Emotion and Rationality -- 17.7 Conclusion -- References -- 18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability -- 18.1 Introduction -- 18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation -- 18.3 Reflections on Leadership</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">18.4 Communicative Function and Types of Motives -- 18.5 Communication-Union -- 18.6 Wrap-Up: Communication and Leadership for Sustainability -- Part II Communicative Perspectives on Innovation, Strategy -- 19 Modern Leadership in Regulation -- Lessons from Moral Education -- 19.1 Introduction -- 19.1.1 Problem -- 19.1.2 Question -- 19.2 Educational Vision on Punishment and Morality -- 19.3 Conditions for Punishment in Education -- 19.3.1 Educational Punishment -- 19.4 Moral Communication in Public Regulation -- 19.4.1 Conditions -- 19.4.2 Moral Authority -- 19.4.3 Mutual Trust -- 19.4.4 Love -- 19.4.5 Recognition of Identity -- 19.5 Implications for Regulators -- References -- 20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement -- 20.1 Introduction -- 20.2 The Four Domains of Organizational Achievement -- 20.2.1 Priorities: Aligning the Organization with Customer Problem Solving -- 20.2.2 People: Emotionally Engaged in Solving Customer Problems -- 20.2.3 Performance: Sustainable Growth Metrics and Identity Building -- 20.2.4 Partners: Customer Commitments Supported by the Ecosystem -- 20.2.5 A Shared Vision of Impactful Customers Problem Solving -- 20.3 The Pathway Towards Creatively Active Leadership -- 20.3.1 Early Phase (Tier 1-2): Risk, Management, and Transparency -- 20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment -- 20.3.3 Maturing Phase (Tier 4-5): Experimentation, Fit, and Reversed Leadership -- 20.4 Implications for Company Leaders and Aspiring Intrapreneurs -- References -- 21 How the Most Future-Ready Companies Innovate and Communicate with the External World -- 21.1 Introduction -- 21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers -- 21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation -- 22.1 Introduction -- 22.2 The Entrepreneurial Innovation Value Model (EIV) -- 22.2.1 Introduction to EIV -- 22.2.2 The Capabilities Architecture -- 22.3 The Case Studies -- 22.3.1 Case Study 1-Skin Elements Ltd. -- 22.3.2 Case Study 2-Scanalyse Pty Ltd. -- 22.3.3 Case Study 3-Live Technologies Pty Ltd. -- 22.3.4 Case Study Analysis Using the EIV Model -- 22.3.5 The Findings and Conclusion -- References -- 23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru -- 23.1 Introduction -- 23.2 Theoretical Framework -- 23.2.1 Inclusive Innovation from a Co-evolutionary Perspective -- 23.2.2 Dimensions of Inclusive Innovation -- 23.2.3 Adaptive Planning for Inclusive Innovation -- 23.2.4 Communication Spaces for Inclusive Innovation -- 23.3 Methodology -- 23.4 Results and Discussion -- 23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation -- 23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive -- 23.4.3 The Governance of Inclusive Innovation Process -- 23.5 Conclusions -- References -- 24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational -- 24.1 Introduction -- 24.2 Literature Review -- 24.2.1 Purpose &amp -- Communication -- 24.2.2 Company Culture &amp -- Employee Engagement -- 24.2.3 Stakeholder Involvement -- 24.3 A Strategic Management Perspective -- 24.3.1 Integration of Sustainability and Business Strategy -- 24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms -- 24.3.3 Linking Rewards to Sustainability Implementation -- 24.4 Summary Conclusions of Literature Review</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Communication in management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Communication in organizations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business-Communication systems</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Schaller, Monika</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Pfeffermann, Nicole</subfield><subfield code="t">New Leadership Communication--Inspire Your Horizon</subfield><subfield code="d">Cham : Springer International Publishing AG,c2023</subfield><subfield code="z">9783031343131</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035437764</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30727048</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV050100602 |
| illustrated | Not Illustrated |
| indexdate | 2025-01-03T08:43:58Z |
| institution | BVB |
| isbn | 9783031343148 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035437764 |
| oclc_num | 1396696197 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (431 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Pfeffermann, Nicole Verfasser aut New Leadership Communication--Inspire Your Horizon 1st ed Cham Springer International Publishing AG 2023 ©2023 1 Online-Ressource (431 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Acknowledgements -- Contents -- About the Editors -- 1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication -- 1.1 Introduction: Human Leadership View -- 1.2 Why Communication Matters -- 1.3 How Can We Understand New Leadership Communication? -- 1.4 What Makes a New Leader? Leadership Thinking -- 1.5 Essentials of New Leadership Communication -- Appendix -- References -- Part I Inspiring Perspectives on Communication -- 2 Why Should Leaders Prioritize Purpose? -- 2.1 Reevaluating Our "Why of Work" -- 2.2 Work as a Calling -- 2.3 From the Great Resignation to the Great Exploration -- 2.4 Implications for Leaders Today -- 2.5 Conclusion -- References -- 3 How Leaders Can Be Better Communicators in the Virtual Era -- 3.1 Introduction -- 3.2 Behavioral Implications of Virtual Communication -- 3.3 Advantages of Virtual Communication -- 3.4 Virtual Communication Intelligence -- 3.5 Conclusion -- References -- 4 New Leadership-Essential Leadership Skills for Interactive Daily Business -- 4.1 Introduction -- 4.2 Understanding New Leadership and Its Challenges -- 4.3 Leadership Communication in Daily Business -- 4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business -- 4.5 Conclusion -- 5 Essential Communication Skills for Emerging Leaders -- 5.1 Introduction -- 5.2 The Future -- References -- 6 AI-Supported Communication (Models) and the Digitalization of Communication -- 6.1 Artificial Intelligence (AI) and Communication -- 6.2 The Need for New Communication Models (Plans) -- 6.3 Outlook 'Digitalization of Communication' -- References -- 7 Building Trust for Better Crisis Communication: Lessons for Leadership Development -- 7.1 Introduction -- 7.2 The Crisis Management Process -- 7.2.1 Crisis Preparedness -- 7.3 Dialogic Loops 7.4 Effective Communication Strategies -- 7.5 The Thrust of Trust -- 7.5.1 Trusted Leadership -- 7.5.2 Emotional Intelligence -- 7.6 Conclusions -- Biography -- 8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication -- 8.1 Introduction -- 8.2 The Social Responsibility of Companies and "Societal Licences" -- 8.3 With Transparency or Authentic Communication? -- 8.4 Three Pillars of Sustainability -- 8.5 Conclusion -- 9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture -- 9.1 Introduction -- References -- 10 Ground Rules for Effective Leadership Communication -- 10.1 Introduction -- 10.2 Clarity Matters -- 10.3 Make It Relevant -- 10.4 Make It Trustworthy -- 10.5 Be Strategic -- 10.6 Conclusion -- References -- 11 Leadership and Innovation Communication-How Companies Survive, Grow and Prosper -- 11.1 Introduction: Innovation in the Digital Age -- 11.1.1 The Shift from Closed to Open Innovation -- 11.1.2 Which Role Plays Communication in the Open Innovation Economy? -- 11.2 Innovation Communication: A Brief Review -- 11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] -- 11.2.2 Innovation Communication [Zerfass/Nordfos] -- 11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] -- 11.2.4 Word of Mouth Communication (WOM) [Mazzarol] -- 11.2.5 Change/Innovation Communication (Internal) -- 11.3 Innovation Communication as a Strategic Capability -- 11.3.1 Innovation Communication Capability -- 11.3.2 Five Management Principles in Detail -- 11.3.3 Management Framework'ICOM Cap' (Pfeffermann, 2014a, 2014b) -- References -- 12 Strategy and Communication in Organizations. Acts Better Than Words -- 12.1 Introduction -- 12.2 Organizational Strategy and Internal Communication -- 12.2.1 Efficiency -- 12.2.2 Learning -- 12.2.3 Engagement 12.3 Organizational Strategy and External Communication -- 12.4 Conclusion -- References -- 13 Effective Top-Management Communication for Consultants and Other Practitioners -- 13.1 Introduction -- 13.2 Communicate Top-Down -- 13.3 Structure Your Insights -- 13.4 Convince with Slides -- 13.5 Reflections on New Leadership Communication -- References -- 14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis -- 14.1 Introduction -- 14.2 Using AI to Combat Digital Information Overload -- 14.3 Conclusion -- References -- 15 New Leadership and the Communication of Social Support -- 15.1 Introduction -- 15.2 Challenges Associated with New Leadership -- 15.2.1 Conceptualizations of Social Support -- 15.3 Why Leader Support "Works" or "Fails" -- 15.3.1 Effective Support -- 15.3.2 Ineffective Support -- 15.4 Leader Considerations When Enacting Support -- 15.4.1 Assessing the Context -- 15.4.2 Interpersonal Dynamics -- 15.5 Conclusion -- References -- 16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication -- 16.1 Introduction -- 16.2 Definition of Aspirational Capital -- 16.3 Aspirational Capital in Business -- 16.4 Signs of a Performance Gap in Practice -- 16.5 Aspirational Capital Flows by Communication -- 16.6 Conclusion -- References -- 17 Ambivalences of Leadership Communication in the Digital Age -- 17.1 Introduction -- 17.2 Rapid Decision Making versus Long-Term Vision -- 17.3 Hierarchy and Collaboration -- 17.4 Trust and Control -- 17.5 Closeness and Distance -- 17.6 Emotion and Rationality -- 17.7 Conclusion -- References -- 18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability -- 18.1 Introduction -- 18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation -- 18.3 Reflections on Leadership 18.4 Communicative Function and Types of Motives -- 18.5 Communication-Union -- 18.6 Wrap-Up: Communication and Leadership for Sustainability -- Part II Communicative Perspectives on Innovation, Strategy -- 19 Modern Leadership in Regulation -- Lessons from Moral Education -- 19.1 Introduction -- 19.1.1 Problem -- 19.1.2 Question -- 19.2 Educational Vision on Punishment and Morality -- 19.3 Conditions for Punishment in Education -- 19.3.1 Educational Punishment -- 19.4 Moral Communication in Public Regulation -- 19.4.1 Conditions -- 19.4.2 Moral Authority -- 19.4.3 Mutual Trust -- 19.4.4 Love -- 19.4.5 Recognition of Identity -- 19.5 Implications for Regulators -- References -- 20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement -- 20.1 Introduction -- 20.2 The Four Domains of Organizational Achievement -- 20.2.1 Priorities: Aligning the Organization with Customer Problem Solving -- 20.2.2 People: Emotionally Engaged in Solving Customer Problems -- 20.2.3 Performance: Sustainable Growth Metrics and Identity Building -- 20.2.4 Partners: Customer Commitments Supported by the Ecosystem -- 20.2.5 A Shared Vision of Impactful Customers Problem Solving -- 20.3 The Pathway Towards Creatively Active Leadership -- 20.3.1 Early Phase (Tier 1-2): Risk, Management, and Transparency -- 20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment -- 20.3.3 Maturing Phase (Tier 4-5): Experimentation, Fit, and Reversed Leadership -- 20.4 Implications for Company Leaders and Aspiring Intrapreneurs -- References -- 21 How the Most Future-Ready Companies Innovate and Communicate with the External World -- 21.1 Introduction -- 21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers -- 21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready 22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation -- 22.1 Introduction -- 22.2 The Entrepreneurial Innovation Value Model (EIV) -- 22.2.1 Introduction to EIV -- 22.2.2 The Capabilities Architecture -- 22.3 The Case Studies -- 22.3.1 Case Study 1-Skin Elements Ltd. -- 22.3.2 Case Study 2-Scanalyse Pty Ltd. -- 22.3.3 Case Study 3-Live Technologies Pty Ltd. -- 22.3.4 Case Study Analysis Using the EIV Model -- 22.3.5 The Findings and Conclusion -- References -- 23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru -- 23.1 Introduction -- 23.2 Theoretical Framework -- 23.2.1 Inclusive Innovation from a Co-evolutionary Perspective -- 23.2.2 Dimensions of Inclusive Innovation -- 23.2.3 Adaptive Planning for Inclusive Innovation -- 23.2.4 Communication Spaces for Inclusive Innovation -- 23.3 Methodology -- 23.4 Results and Discussion -- 23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation -- 23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive -- 23.4.3 The Governance of Inclusive Innovation Process -- 23.5 Conclusions -- References -- 24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational -- 24.1 Introduction -- 24.2 Literature Review -- 24.2.1 Purpose & -- Communication -- 24.2.2 Company Culture & -- Employee Engagement -- 24.2.3 Stakeholder Involvement -- 24.3 A Strategic Management Perspective -- 24.3.1 Integration of Sustainability and Business Strategy -- 24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms -- 24.3.3 Linking Rewards to Sustainability Implementation -- 24.4 Summary Conclusions of Literature Review 24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach Communication in management Communication in organizations Leadership Business-Communication systems Schaller, Monika Sonstige oth Erscheint auch als Druck-Ausgabe Pfeffermann, Nicole New Leadership Communication--Inspire Your Horizon Cham : Springer International Publishing AG,c2023 9783031343131 |
| spellingShingle | Pfeffermann, Nicole New Leadership Communication--Inspire Your Horizon Intro -- Preface -- Acknowledgements -- Contents -- About the Editors -- 1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication -- 1.1 Introduction: Human Leadership View -- 1.2 Why Communication Matters -- 1.3 How Can We Understand New Leadership Communication? -- 1.4 What Makes a New Leader? Leadership Thinking -- 1.5 Essentials of New Leadership Communication -- Appendix -- References -- Part I Inspiring Perspectives on Communication -- 2 Why Should Leaders Prioritize Purpose? -- 2.1 Reevaluating Our "Why of Work" -- 2.2 Work as a Calling -- 2.3 From the Great Resignation to the Great Exploration -- 2.4 Implications for Leaders Today -- 2.5 Conclusion -- References -- 3 How Leaders Can Be Better Communicators in the Virtual Era -- 3.1 Introduction -- 3.2 Behavioral Implications of Virtual Communication -- 3.3 Advantages of Virtual Communication -- 3.4 Virtual Communication Intelligence -- 3.5 Conclusion -- References -- 4 New Leadership-Essential Leadership Skills for Interactive Daily Business -- 4.1 Introduction -- 4.2 Understanding New Leadership and Its Challenges -- 4.3 Leadership Communication in Daily Business -- 4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business -- 4.5 Conclusion -- 5 Essential Communication Skills for Emerging Leaders -- 5.1 Introduction -- 5.2 The Future -- References -- 6 AI-Supported Communication (Models) and the Digitalization of Communication -- 6.1 Artificial Intelligence (AI) and Communication -- 6.2 The Need for New Communication Models (Plans) -- 6.3 Outlook 'Digitalization of Communication' -- References -- 7 Building Trust for Better Crisis Communication: Lessons for Leadership Development -- 7.1 Introduction -- 7.2 The Crisis Management Process -- 7.2.1 Crisis Preparedness -- 7.3 Dialogic Loops 7.4 Effective Communication Strategies -- 7.5 The Thrust of Trust -- 7.5.1 Trusted Leadership -- 7.5.2 Emotional Intelligence -- 7.6 Conclusions -- Biography -- 8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication -- 8.1 Introduction -- 8.2 The Social Responsibility of Companies and "Societal Licences" -- 8.3 With Transparency or Authentic Communication? -- 8.4 Three Pillars of Sustainability -- 8.5 Conclusion -- 9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture -- 9.1 Introduction -- References -- 10 Ground Rules for Effective Leadership Communication -- 10.1 Introduction -- 10.2 Clarity Matters -- 10.3 Make It Relevant -- 10.4 Make It Trustworthy -- 10.5 Be Strategic -- 10.6 Conclusion -- References -- 11 Leadership and Innovation Communication-How Companies Survive, Grow and Prosper -- 11.1 Introduction: Innovation in the Digital Age -- 11.1.1 The Shift from Closed to Open Innovation -- 11.1.2 Which Role Plays Communication in the Open Innovation Economy? -- 11.2 Innovation Communication: A Brief Review -- 11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] -- 11.2.2 Innovation Communication [Zerfass/Nordfos] -- 11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] -- 11.2.4 Word of Mouth Communication (WOM) [Mazzarol] -- 11.2.5 Change/Innovation Communication (Internal) -- 11.3 Innovation Communication as a Strategic Capability -- 11.3.1 Innovation Communication Capability -- 11.3.2 Five Management Principles in Detail -- 11.3.3 Management Framework'ICOM Cap' (Pfeffermann, 2014a, 2014b) -- References -- 12 Strategy and Communication in Organizations. Acts Better Than Words -- 12.1 Introduction -- 12.2 Organizational Strategy and Internal Communication -- 12.2.1 Efficiency -- 12.2.2 Learning -- 12.2.3 Engagement 12.3 Organizational Strategy and External Communication -- 12.4 Conclusion -- References -- 13 Effective Top-Management Communication for Consultants and Other Practitioners -- 13.1 Introduction -- 13.2 Communicate Top-Down -- 13.3 Structure Your Insights -- 13.4 Convince with Slides -- 13.5 Reflections on New Leadership Communication -- References -- 14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis -- 14.1 Introduction -- 14.2 Using AI to Combat Digital Information Overload -- 14.3 Conclusion -- References -- 15 New Leadership and the Communication of Social Support -- 15.1 Introduction -- 15.2 Challenges Associated with New Leadership -- 15.2.1 Conceptualizations of Social Support -- 15.3 Why Leader Support "Works" or "Fails" -- 15.3.1 Effective Support -- 15.3.2 Ineffective Support -- 15.4 Leader Considerations When Enacting Support -- 15.4.1 Assessing the Context -- 15.4.2 Interpersonal Dynamics -- 15.5 Conclusion -- References -- 16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication -- 16.1 Introduction -- 16.2 Definition of Aspirational Capital -- 16.3 Aspirational Capital in Business -- 16.4 Signs of a Performance Gap in Practice -- 16.5 Aspirational Capital Flows by Communication -- 16.6 Conclusion -- References -- 17 Ambivalences of Leadership Communication in the Digital Age -- 17.1 Introduction -- 17.2 Rapid Decision Making versus Long-Term Vision -- 17.3 Hierarchy and Collaboration -- 17.4 Trust and Control -- 17.5 Closeness and Distance -- 17.6 Emotion and Rationality -- 17.7 Conclusion -- References -- 18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability -- 18.1 Introduction -- 18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation -- 18.3 Reflections on Leadership 18.4 Communicative Function and Types of Motives -- 18.5 Communication-Union -- 18.6 Wrap-Up: Communication and Leadership for Sustainability -- Part II Communicative Perspectives on Innovation, Strategy -- 19 Modern Leadership in Regulation -- Lessons from Moral Education -- 19.1 Introduction -- 19.1.1 Problem -- 19.1.2 Question -- 19.2 Educational Vision on Punishment and Morality -- 19.3 Conditions for Punishment in Education -- 19.3.1 Educational Punishment -- 19.4 Moral Communication in Public Regulation -- 19.4.1 Conditions -- 19.4.2 Moral Authority -- 19.4.3 Mutual Trust -- 19.4.4 Love -- 19.4.5 Recognition of Identity -- 19.5 Implications for Regulators -- References -- 20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement -- 20.1 Introduction -- 20.2 The Four Domains of Organizational Achievement -- 20.2.1 Priorities: Aligning the Organization with Customer Problem Solving -- 20.2.2 People: Emotionally Engaged in Solving Customer Problems -- 20.2.3 Performance: Sustainable Growth Metrics and Identity Building -- 20.2.4 Partners: Customer Commitments Supported by the Ecosystem -- 20.2.5 A Shared Vision of Impactful Customers Problem Solving -- 20.3 The Pathway Towards Creatively Active Leadership -- 20.3.1 Early Phase (Tier 1-2): Risk, Management, and Transparency -- 20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment -- 20.3.3 Maturing Phase (Tier 4-5): Experimentation, Fit, and Reversed Leadership -- 20.4 Implications for Company Leaders and Aspiring Intrapreneurs -- References -- 21 How the Most Future-Ready Companies Innovate and Communicate with the External World -- 21.1 Introduction -- 21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers -- 21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready 22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation -- 22.1 Introduction -- 22.2 The Entrepreneurial Innovation Value Model (EIV) -- 22.2.1 Introduction to EIV -- 22.2.2 The Capabilities Architecture -- 22.3 The Case Studies -- 22.3.1 Case Study 1-Skin Elements Ltd. -- 22.3.2 Case Study 2-Scanalyse Pty Ltd. -- 22.3.3 Case Study 3-Live Technologies Pty Ltd. -- 22.3.4 Case Study Analysis Using the EIV Model -- 22.3.5 The Findings and Conclusion -- References -- 23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru -- 23.1 Introduction -- 23.2 Theoretical Framework -- 23.2.1 Inclusive Innovation from a Co-evolutionary Perspective -- 23.2.2 Dimensions of Inclusive Innovation -- 23.2.3 Adaptive Planning for Inclusive Innovation -- 23.2.4 Communication Spaces for Inclusive Innovation -- 23.3 Methodology -- 23.4 Results and Discussion -- 23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation -- 23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive -- 23.4.3 The Governance of Inclusive Innovation Process -- 23.5 Conclusions -- References -- 24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational -- 24.1 Introduction -- 24.2 Literature Review -- 24.2.1 Purpose & -- Communication -- 24.2.2 Company Culture & -- Employee Engagement -- 24.2.3 Stakeholder Involvement -- 24.3 A Strategic Management Perspective -- 24.3.1 Integration of Sustainability and Business Strategy -- 24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms -- 24.3.3 Linking Rewards to Sustainability Implementation -- 24.4 Summary Conclusions of Literature Review 24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach Communication in management Communication in organizations Leadership Business-Communication systems |
| title | New Leadership Communication--Inspire Your Horizon |
| title_auth | New Leadership Communication--Inspire Your Horizon |
| title_exact_search | New Leadership Communication--Inspire Your Horizon |
| title_full | New Leadership Communication--Inspire Your Horizon |
| title_fullStr | New Leadership Communication--Inspire Your Horizon |
| title_full_unstemmed | New Leadership Communication--Inspire Your Horizon |
| title_short | New Leadership Communication--Inspire Your Horizon |
| title_sort | new leadership communication inspire your horizon |
| topic | Communication in management Communication in organizations Leadership Business-Communication systems |
| topic_facet | Communication in management Communication in organizations Leadership Business-Communication systems |
| work_keys_str_mv | AT pfeffermannnicole newleadershipcommunicationinspireyourhorizon AT schallermonika newleadershipcommunicationinspireyourhorizon |