000			03049nam a22003017i 4500
999			_c169763 _d169763
003			PPAK
005			20181008110603.0
007			ta
008			181008s2017 my ||||g |||| 001 0 eng d
020			_a9780415788915 _cRM205.75 _qpaperback
040			_aPPAK _beng _cPPAK _erda
082	0	4	_223 _a658.4092
090	0	0	_a658.4092 _bSTE _dR
100	1		_aSteed, Christopher, _eauthor.
245	1	0	_aSmart Leadership - Wise Leadership : _bEnvironments of Value in an Emerging Future / _cChristopher Steed
264		1	_aAbingdon, Oxon, New York : _bRoutledge ; _c2017
300			_aix, 181 pages : _c24 cm
336			_2rdacontent _atext
337			_2rdamedia _aunmediated
338			_2rdacarrier _avolume
500			_3Includes index
506			_aSetting the scene -- Smart leadership from the emerging future -- Re-conceiving strategy -- Eating strategy for breakfast -- The fourth industrial revolution and the human dimension -- The creation and conversion of shared value -- Three ingredients of a valuing environment : proposing a construct -- Lifting the LID on your organisation -- Communities with a purpose : significance with belonging -- Environments of value, systems and the organisations of the future -- The future leadership garden -- Listen to the music (and help change the song) : wise leaders and transformative change -- Leadership with spirit : wisdom and the black box of power -- Postscript.
520			_a"There is a strong link between organisational culture and profit after all a happy workforce is a productive workforce. Yet a culture of inertia rather than innovation prevails in many organisations. Wise leaders, however, know how to work with the grain of human value and worth, harnessing it, so as to add shared value both for the organisation and for the good of society. So, how can astute leaders set the right conditions for creativity and cultivate non-economic goods, such as time and relationships, that make for a happy, effective workforce? The author proposes the notion of organisational culture as 'environments of value' wherein inner value translated into external value is embedded within the triple bottom line and indeed an awareness of how an organisation is like a force field: it exercises power and leaves a footprint. This construct informs the emerging concept of Shared Value as requiring five literacies about: Shareholder value and return for risk; Value for the social environment linked to respect for the natural environment; Inner value of those in the enterprise, which, when unlocked, releases energies and adds value; Nurture of non-quantifiable qualities that promote human flourishing; Understandings of how power relations distort the way organisations operate. He clearly signposts the link between promoting an environment of value within which these literacies flourish and the added value for the organisation arising from such a culture"--The publisher.
650	1	0	_aLeadership
650	2	0	_aCorporate culture
650	2	0	_aOrganizational sociology
942			_2ddc _cB