Responsible Leadership Systems : An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems
by Erik G. Hansen
| Year of publication: |
2010
|
|---|---|
| Authors: | Hansen, Erik G. |
| Publisher: |
Wiesbaden : Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden |
| Subject: | Corporate Social Responsibility | Corporate social responsibility | Lernende Organisation | Learning organization | Unternehmenskultur | Corporate culture | Personalführung | Leadership | Führungsstil | Leadership style | Führung |
| Description of contents: | Table of Contents [external.dandelon.com] ; Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (XXVIII, 325p. 93 illus, digital) |
|---|---|
| Series: | |
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Literaturverz. S. 269 - 312 Foreword; Acknowledgements; Brief Table of Contents; Table of Contents; Figures; Tables; Abbreviations; INTRODUCTION; 1 Point of Departure; 2 Research Gap and Research Objective; 3 Outline of Thesis; Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY; 4 An Introduction to Corporate Responsibility; 4.1 Overview; 4.2 Corporate Social Responsibility; 4.2.1 Categories of Responsibilities; 4.2.2 Corporate Community Involvement; 4.3 Stakeholder Theory; 4.3.1 The Stakeholder Model of the Firm; 4.3.2 Stakeholder Identity; 4.4 Sustainable Development and Corporate Sustainability 4.5 Terminology Used in Present Work4.6 Issues of CR; 5 Motivation for CR; 5.1 A Meta-Analysis of Drivers and Barriers for CR; 5.1.1 Barriers of CR; 5.1.2 Drivers for CR; 5.2 Moral Case and Business Case; 5.2.1 The Moral Case; 5.2.2 The Business Case; 5.2.3 Drivers of the Business Case; 5.2.3.1 Markets, Innovation, and Competitiveness; 5.2.3.2 Employee Satisfaction and Talent Attraction; 5.2.3.3 Pressure Groups and License to Operate; 5.2.3.4 Reputation and Risk Management; 5.2.3.5 Financial Performance; 5.2.3.6 Capital Markets; 5.2.4 Critique of the Business Case Perspective 6 Organisational Learning for CR7 Summary of Part I; Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK; 8 The Interface of CR, Leadership, and Organisational Culture; 8.1 CR and Leadership; 8.2 Leadership Context as Enabler for CR; 8.3 The Generic Leadership Systems Framework; 9 Core Fields of the RLS Framework; 9.1 Leadership as a Day-to-Day Interactive Process; 9.1.1 Values Statements; 9.1.1.1 The Role of Value Statements; 9.1.1.2 The Content of Values; 9.1.2 Business Codes; 9.1.2.1 Business Level; 9.1.2.2 Meso and Macro Level; 9.1.3 Communication and Dialogue 9.1.3.1 Internal and External Communication9.1.3.2 Stakeholder Dialogues; 9.1.4 Goal Setting and Decision Making; 9.1.4.1 Organisational Goal Setting; 9.1.4.2 Individual Goal Setting; 9.1.4.3 Decision-making Rules and Tools; 9.1.5 Summary; 9.2 Leadership Metrics; 9.2.1 Performance Metrics on the Organisational Lev; 9.2.1.1 Individual Performance Indicators; 9.2.1.2 Overall Performance Indicators; 9.2.2 Strategic Performance Measurement Systems; 9.2.2.1 Balanced Scorecard Approaches; 9.2.2.2 EFQM Excellence Model; 9.2.3 Performance Metrics on the Individual Level; 9.2.4 Summary 9.3 Leadership Deployment9.3.1 Monetary Incentives and Compensation; 9.3.1.1 Incentives and Compensation Based on CR Metrics; 9.3.1.2 Long-term Incentives; 9.3.2 Non-Monetary Incentive and Reward Systems; 9.3.2.1 Award Schemes; 9.3.2.2 Leadership Groups; 9.3.2.3 Employee Community Involvement; 9.3.2.4 Career Planning; 9.3.3 Compliance Mechanisms; 9.3.4 Summary; 9.4 Selection of Leaders and Leadership Development; 9.4.1 The Selection Subsystem: Selecting Responsible Leaders; 9.4.1.1 Recruiting and Selection; 9.4.1.2 Induction; 9.4.2 The Development Subsystem: Developing Responsible Leaders 9.4.2.1 Horizontal Development |
| ISBN: | 978-3-8349-8675-7 ; 978-3-8349-2386-8 |
| Other identifiers: | 10.1007/978-3-8349-8675-7 [DOI] |
| Classification: | Philosophie und Theorie der Betriebswirtschaft ; Unternehmensführung |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10013522827