Inspiring Stewardship

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Transform from leader to steward to drive growth and make an impact

Inspiring Stewardship helps leaders drive sustainable development and growth by balancing short- and long-term objectives amidst competing interests. By examining a range of exceptional individual and organisational stewards alongside insights from quantitative studies, this book unlocks the contributions you can make to enhance your influence and secure your legacy. Profiles of leaders from Ratan Tata to Bill Gates illustrate what stewardship really means, and the attributes and characteristics of steward leaders. Are they fundamentally different? Where do they get their exceptional drive and resilience? Why do they shoulder such huge responsibility? Risks, rewards, motivations and actions are explored in depth to give you a real-world view of stewardship, and to show you how to embody these principles in your own everyday life.

The notion of stewardship has never been more relevant to business than it is today, as managers struggle to balance present and future interests. This book provides clarity, direction and guidance for more purpose-driven action.

  • Understand the concepts and principles of stewardship
  • Discover characteristics of steward leaders across cultures
  • Learn how stewards have shifted the course of their organisations
  • Examine the capabilities that deepen organisational resilience

Today, ownership of firms is increasingly fragmented, investment structures are more and more complex and the time horizons of investors, executives and owners do not always coincide. Inspiring Stewardship helps you break through the tension and drive sustainable growth through adaptability and good leadership.

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About the author

DIDIER COSSIN is professor at IMD, Switzerland and the director of the IMD Global Board Center. He advises chairmen and boards of some of the largest corporate, financial and not-for-profit organizations around the world. Before joining IMD, he worked for Goldman Sachs, taught at Harvard University and was professor at HEC, University of Lausanne.

ONG BOON HWEE is the CEO of the Stewardship Asia Centre, a thought leadership centre that focuses on promoting stewardship and the governance of companies and organizations across Asia. Prior to his role in the Stewardship Asia Centre, Boon Hwee gained extensive working experience in the civil service as well as the commercial sectors.

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Additional Information

John Wiley & Sons
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Published on
May 10, 2016
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Business & Economics / Finance / General
Business & Economics / General
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This content is DRM protected.
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Say goodbye to the old model of leadership.

If you want to make an impact—in your work, your life, and the world at large—it’s time to scrap the traditional thinking about leadership. The game is changing. Power is shifting. And a brave new movement of leaders are redefining success, rewriting the rules, and revolutionizing leadership for the modern world. Meet the New Alphas...

But their definition of success goes beyond personal achievement.

But they also want to be a force for good in the world.

They use their power and influence to improve the lives of others.

They spark ideas, generate excitement, and make things happen.

If this sounds like the kind of leader you’d like to be, then this book is the roadmap you’ve been waiting for. The New Alpha offers a complete, holistic, interactive program that is designed to help you find meaning and fulfillment in your life while increasing your competency as a leader. It provides a step-by-step, developmental framework for setting goals, building relationships, and using your power and influence to incite positive change. It’s data-driven, customizable, and refreshingly candid about what it takes to be an exceptional leader in a rapidly changing global economy. The old Alpha is dead. Long live The New Alpha.

This step-by-step guide to New Alpha leadership includes:

• Self-assessments that will help you to customize the program to meet your personal needs
• Short- and long-term planning templates, including sample daily plans
• A personalized tracking system, including weekly check-in templates, that will allow you to monitor and increase your progress over time
• Advice for dealing with difficult people and for reaching out to potential mentors and sponsors who will support and encourage you along the way
• Tips, tricks, and tools for being an engaging, inspiring, and supportive leader––who also gets results
• Other essential resources that that will help you to be exceptional and maximize your impact

Bachelor Thesis from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of Cologne, language: English, abstract: Leaders act as mediators between an organization and its employees. They are agents of the organization and have a role model function for their followers. Since leaders play a significant role in motivating ethical behaviour of their subordinates, most scholars have focused on the consequences of leader behaviour on their followers. However, it is more complex and therefore ethical behaviour should be determined in a first step. Imagine a situation in which someone detects a colleague hiding information about the environmental pollution of a new production process. Is it ethically right to collaborate and be loyal to the colleagues and protect the entire organization? Or is it ethically right to tell the truth to supervisors or the public to protect the environment and a larger society? What about a situation in which someone observes a co-worker manipulating sales numbers that are necessary to achieve group targets? Is it ethically right to collaborate and maintain silence? Or is it ethically right to tell the truth even though group objectives cannot be achieved by being honest? What, if jobs are related to achievement of objects and are possibly cut in case of not obtaining these targets? Imagine a situation in which someone withholds relevant information about a customer to other members of the organization who do not work on the same team. Is it ethically right to deprive these information in order to give an edge to the in-group? Or is it ethically right to share those details across all colleagues who hold a stake in order to improve the overall performance? What is perceived as ethically right, wrong or desirable differs across cultures, organizations, individuals and situations. In contrast to the leader perspective of previous scholars and considering those differences Fehr, Yam and Dang took a follower-centric perspective on ethical leadership. Within their novel conceptualization of ethical leader perception moralized leader behaviour can entail value consistent behaviour, depending on what is morally relevant to an individual and the organizational culture. If ethical leader behaviour is subject to moral values of an individual or of the organization, it depends on either the organization and the leader’s behaviour or the moral identity of a follower and the leader’s behaviour, if this behaviour is perceived as ethically right or desirable.
A detailed and inspiring strategy for staying true to yourself at work while contributing to your organization’s effectiveness and integrity • Based on over fifty candid interviews with businesspeople at all levels, including vivid firsthand accounts of compromise and courage • Eminently practical and constructive, with exercises and strategies you can apply wherever you work Healthy compromise is a fact of organizational life, part of accomplishing any meaningful goal with other people. But when it involves betraying your word, your principles, or other important commitments, it takes a bite out of your passion and vitality, trapping you in a web of nagging doubts and regrets or even dread and remorse. Sadly, certain common misconceptions about compromise mean we can fall into this trap unknowingly, making a sort of “devil’s bargain by degrees.” Even worse, this can happen while working for companies and leaders we otherwise respect and admire. So what can you do, short of sacrificing your career? In this unflinching but consistently constructive and timely look at concessions, double-binds, and contradictions of organizational life, Doty suggests the antidote is to “redefine the game” – expand your ability to be a positive force regardless of the setting. At the core of this strategy are six personal foundations that she illuminates with practical exercises and examples, including Reconnect to Your Strengths, See the Larger Playing Field, Define a Worthy Enough Win, Find Your Real Team, Make Positive Plays, and Keep Your Own Score. Full of candid firsthand stories from Doty’s interviews with over fifty businesspeople as well as her own experiences as a consultant and manager, The Compromise Trap offers sympathetic guidance for individuals striving to live with greater integrity, courage, and purpose at work, as well as the executives, coaches, consultants, and loved ones who support them and senior leaders who want to expand what it means for organizations to act with integrity in the world.
A comprehensive guide to transforming boards and achieving best-practice governance in any organisation.

When practising good governance, the board is the vital driver of organizational success, while fostering positive social impact and economic value creation. At all levels, executives around the world are faced with complexities rising from disruptive business models, new technologies, socio-economic changes, shifting political circumstances, and an array of other sources. High Performance Boards is the comprehensive manual for attaining best-in-class governance, offering pragmatic guidance on improving board quality, accountability, and performance.

This authoritative volume identifies the four dimensions, or pillars, which are crucial for establishing and maintaining best-practice boards: the people involved, the information architecture, the structures and processes, and the group dynamics and culture of governance. This methodology can be applied to any board in the world, corporate or non-profit organization, regardless of size, sector, industry, or context. Readers are introduced to a fictitious senior board member – an amalgamation of board members from well-known organisations – and follow her as she successfully handles real-life challenges with effective governance. Drawn from the author’s 20 years of practice and confidential work with boards across the world, this book:

Demonstrates how high-performance boards innovate and refine their practices Discusses examples of board failures and challenges, including case studies from both for-profit and non-profit organisations including international organizations and state-owned agencies or even ministries Provides a proven framework to create best-in-class governance Includes a companion website featuring tools for board assessment and board practice

High Performance Boards has inspired more than 3000 board members around the world. This book is essential reading for professionals and managers interested in governance and board members, senior managers, investors, lawyers, and students of governance.

Optimal Control of Credit Risk presents an alternative methodology to deal with a financial problem that has not been well analyzed yet: the control of credit risk. Credit risk has become recently the center of interest of the financial community, with new instruments (such as Credit Risk Derivatives) and new methodologies (such as Credit Metrics) being developed. The recent literature has focused on the pricing of credit risk. On the other hand, practitioners tend to eliminate credit risk rather than price it. They do so via collateralization. The authors propose here a methodological basis for an optimal collateralization.
The monograph is organized as follows: Chapter 1 reviews the main avenues of literature related to our problem; Chapter 2 provides a brief overview of the main optimal control principles; and Chapter 3 presents the models and their setting.
In the remaining chapters, the authors propose two sets of programs. One set of programs will apply in cases where the information on the assets=value is readily available (full observation case), while the other applies when costly audits are needed in order to assess this value (partial observation case).
In either case, the modeling stage leads to a set of quasi-variational inequalities which the authors attempt to solve numerically in the simpler case of full observations. This is done in Chapter 6. Finally a simulation analysis is carried out in Chapter 7, in which the authors study the influence on the control process of changes in the different model parameters. This precedes a discussion on possible extensions in Chapter 8 and some concluding remarks in Section 9.
Financial Times Business Book of the Month: October 2019'Entrusted offers plenty of examples of companies that follow a successful long-term stewardship model. The authors walk readers through the stewardship 'value chain' and lay out the stewardship responsibilities of board, investors and the state — this is a timely call to rediscover the path to more sustainable capitalism.'Financial Times Business Book of the Month: October 2019 Our system of wealth creation is at a crossroads. It has contributed to economic and social progress. Yet it has also fuelled many problems from climate impacts, and air pollution, to digital manipulation and the invasion of privacy. In many parts of the world, there are demands for government action to restrain greed, irresponsibility and short-termism.But what about positive solutions? How do we define the contributions that we all want business and investment to make? That is the challenge to which Ong Boon Hwee and Mark Goyder respond. They argue that if our societies are to be set on a forward-looking virtuous cycle and a less damaging course, we will need every ounce of human ingenuity — the inventiveness of entrepreneurs, the dynamism of companies and the adaptability of markets. We need a sense of ownership and purpose, anchored on strong values. We need to be better at valuing the future and rewarding those whose work will benefit future generations. We need a better form of capitalism, one which, while promoting competition, is there to serve and not dominate; to respect human beings and not exploit them; to nurture our surrounding environment, and not destroy it.This will only be achieved by injecting the spirit and principles of stewardship into the decisions of investors, business leaders, regulators and citizens. The authors draw on their combined experience, gelling the perspectives of East and West, to offer a vision and agenda for responsible wealth creation.Stewardship means that we manage, nurture and grow what has been entrusted to us so that we hand it over in a better condition to the next generation. This book offers ideas and guidance for people in all levels of business — asset owners, asset managers, investors, shareholders, board directors, management, policymakers and regulators. It is a handbook for all those willing to play their part in responsible wealth creation, now and for future generations. It says to each participant — consider what you have been entrusted with, and then decide what you are doing about your stewardship responsibilities.
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