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Leading the Sustainable Organization：Development, Implementation and Assessment
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This book is the first to combine the much talked about topics of leadership and sustainability, and provides readers with a comprehensive overview and pragmatic approach to leading sustainable organizations.
Chapters include discussions, case examples, steps, and useful tools centred on the components of the Leading the Sustainable Organization model. This model provides managers with a pragmatic, end-to-end framework for creating (in the case of new entities) or shifting (in the case of existing firms) their organizations’ workforces to a sustainability focus.
Leading the Sustainable Organization is the perfect tool for executives and managers in small, medium, and large companies, and in all industries, to assist with the difficult and confusing topic of leading sustainability efforts. This book will be of great interest to students and academics who want to learn more about corporate sustainability.
Chapters include discussions, case examples, steps, and useful tools centred on the components of the Leading the Sustainable Organization model. This model provides managers with a pragmatic, end-to-end framework for creating (in the case of new entities) or shifting (in the case of existing firms) their organizations’ workforces to a sustainability focus.
Leading the Sustainable Organization is the perfect tool for executives and managers in small, medium, and large companies, and in all industries, to assist with the difficult and confusing topic of leading sustainability efforts. This book will be of great interest to students and academics who want to learn more about corporate sustainability.
作者簡介
Timothy Galpin is an Assistant Professor at Colorado Mesa University. He has over 20 years of experience as a management consultant and business manager working with firms around the world.
J. Lee is Professor of Management at the University of Dallas. He focuses his teaching, research, and consulting in the areas of Leadership, Organizational Behavior, and Spiritual Leadership.
R. Greg Bell received his Ph.D. in Strategic Management from the University of Texas at Arlington, and is currently serving as an Assistant Professor at the University of Dallas - Graduate School of Management.
J. Lee is Professor of Management at the University of Dallas. He focuses his teaching, research, and consulting in the areas of Leadership, Organizational Behavior, and Spiritual Leadership.
R. Greg Bell received his Ph.D. in Strategic Management from the University of Texas at Arlington, and is currently serving as an Assistant Professor at the University of Dallas - Graduate School of Management.
目次
1. Introduction Part 1: Development 2. Direction Setting: Mission, Values, Goals, and Strategy 3. Setting the context: The ‘HR Value Chain’ Part 2: Implementation 4. Full-range Leadership 5. Goal Setting and Task Design 6. Building High Trust Relationships Part 3: Assessment 7. Employees and the ‘Micro-level’ of Sustainability Performance 8. Organizations and the ‘Macro-level’ of Sustainability Performance 9. Summary Appendices
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