Competing Values Leadership: Creating Value in Organizations / Edition 1 available in Paperback
- Pub. Date:
- Edward Elgar Publishing Ltd.
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.
About the Author
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 in St. Louis, US
Table of 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