Leverage competencies the key to financial leadership success
In today's integrated and complex financial world, financial leaders can't succeed on financial skills alone. Today's most successful companies have discovered that ""leveraged competencies""--Often referred to as ""soft"" or ""leaders...
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| Format: | eBook |
| Language: | English |
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Upper Saddle River, NJ
Financial Times/Prentice Hall PTR
2002
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| Series: | Financial Times Prentice Hall books
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| Online Access: | |
| Collection: | O'Reilly - Collection details see MPG.ReNa |
Table of Contents:
- Leadership Qualities58; Taking Inventory
- Dana University
- Endnotes
- CH36;CHAPTER 7 Nortel Networks Corporation
- Company Background
- Financial Leadershi
- Includes bibliographical references (pages 217-220) and index
- Cover
- Title Page
- Copyright 2002 Financial Executives Research Foundation44; Inc46;
- Advisory Committee
- TOC36;Contents
- CH36;CHAPTER 1 Introduction
- Research Background
- Research Objectives
- Research Participants
- Summary
- Endnotes
- CH36;CHAPTER 2 Emotional Competencies58; The Sine Qua Non of Leadership
- Emotional Intelligence
- Emotional Competencies
- Self45;Awareness
- Self45;Regulation
- Motivation
- Empathy
- Social Skill
- The Emotionally Intelligent Organization
- Developing Emotional Competencies
- Endnotes
- CH36;CHAPTER 3 Overview and Discussion of Case Studies
- Determining Key Leverage Competencies
- Leverage Competencies and Selection
- Linking Leverage Competencies to Organizational Goals
- Performance Review47;Development Planning
- Human Resource47;Succession Planning
- Leverage Competency Training Practices
- Structured Learning47;Workshops
- Mentoring47;Coaching
- Experiential Development
- Challenges
- Controllership on Competency Development
- Financial Leadership at Air Products58; A Business Perspective
- Business on Competency Development
- Leveraging Diversity
- Financial Leadership at Air Products58; An HR Perspective
- HR on Competency Development
- Competencies and Performance Enhancement Reviews
- Summary
- Endnote
- CH36;CHAPTER 5 Bristol45;Myers Squibb Company
- Company Background
- The Finance Organization at B45;MS
- Identifying Finance Leaders8212;The Saddlebrook Group
- Developing Finance Leaders8212;Experiential Learning
- Developing Finance Leaders8212;Online Position Profiles
- Building an Integrated Perspective8212; The Leadership Model
- The Center for Leadership Development
- Leadership Development at B45;MS8212; A Continuing Work in Progress
- Summary
- Endnotes
- CH36;CHAPTER 6 Dana Corporation
- The Leadership Challenges
- The Dana Style
- Experiential Development
- Internal Audit58; Growing Leaders
- Succession Planning
- Lack of Acceptance
- Different Attitudes Regarding the Role of Finance
- Deeply Integrating Leverage Competencies
- A Blueprint for Facilitating Leverage Competencies in Your Organization
- Overview of Case Studies by Company
- Air Products and Chemicals44; Inc46;
- Bristol45;Myers Squibb Company
- Dana Corporation
- Nortel Networks Corporation
- Solvay Polymers44; Inc46;
- Synovus Financial Corp46;
- Unilever45;HPC
- W46; L46; Gore 38; Associates44; Inc46;
- Endnote
- Leverage Competencies and Financial Leadership
- Leverage Competencies for Financial Executives58; Highlights
- Self45;Awareness
- Self45;Regulation
- Motivation
- Empathy
- Social Skills
- Cognitive Competencies
- Risk Management
- Leverage Competencies58; Final Comments
- Corporate Culture and Leverage Competencies
- Making the Soft Stuff Hard
- CH36;CHAPTER 4 Air Products and Chemicals44; Inc46;
- Company Background
- Financial Leadership at Air Products58; A Control Perspective
- C2K