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Competing Values Leadership: Creating Value in Organizations (New Horizons in Management) Paperback – September 26, 2007

ISBN-13: 978-1847204950 ISBN-10: 1847204953

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Competing Values Leadership: Creating Value in Organizations (New Horizons in Management) + Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework
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Product Details

  • Series: New Horizons in Management
  • Paperback: 192 pages
  • Publisher: Edward Elgar Publishing (September 26, 2007)
  • Language: English
  • ISBN-10: 1847204953
  • ISBN-13: 978-1847204950
  • Product Dimensions: 0.5 x 5.8 x 9 inches
  • Shipping Weight: 11.4 ounces (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (5 customer reviews)
  • Amazon Best Sellers Rank: #798,802 in Books (See Top 100 in Books)

Editorial Reviews

Review

'This is a very readable and excellently presented volume. It will interest anyone concerned with organizational effectiveness and the competing values model.' - Economic Outlook and Business Review 'I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It features eight competing but complementary values that are critical for managing today's complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.' - Andrew H. Van de Ven, University of Minnesota, US

About the Author

Kim S. Cameron, 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, US

Customer Reviews

4.2 out of 5 stars
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Most Helpful Customer Reviews

13 of 13 people found the following review helpful By Armchair Interviews on November 14, 2006
Format: Hardcover
Subtitle: Creating Value in Organizations

As a doctoral candidate in business management, I have leadership books growing out of my ears. When I discovered Competing Values Leadership, I prepared myself for the worst, secretly hoping these authors would offer a unique perspective on leadership that not only offers value but also demonstrates how leadership affects the bottom line in business. Fortunately, I wasn't disappointed.

Competing Values Leadership is organized into two main parts, sub-divided into nine chapters. It includes a list of figures and tables used throughout the book to demonstrate key components of the Competing Values Leadership framework.

Part I overviews the competing values theory and explains the four-quadrant visual model underlying this theory. The authors propose that "hundreds of organizations have used the framework to diagnose and implement culture change, establish competitive strategy, motivate employees, facilitate organizational development and change, implement quality processes, (and) develop high potential leaders..." (p. 12).

Cases including Philips Electronics, Dana Corporation, Dell, General Dynamics, and SPX are provided to demonstrate value created by application of the framework which is divided into quadrants describing four value-creating leadership activities: Collaborate, Create, Compete and Control. The authors assert that balanced application of these competing values, preferences, and priorities which exist in all organizations will yield more value and better financial results.

Part II discusses additional applications of the model and how behaviors of the Competing Values Leadership model can result in value creation and higher financial performance.
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1 of 1 people found the following review helpful By Christopher Rodriguez on December 27, 2007
Format: Hardcover
As part of my Executive Education, I had the pleasure of attending a Senior Leadership course at the University of Michigan taught by DeGraff, Cameron, and Quinn. The class was primarily based upon the Competing Values Framework, the content found in this book. Organizations today are forced to confront change, implement competitive strategy, make a profit, develop leaders, attract and retain talent, and create value for shareholders. Leaders are continually confronted with the need to stay on the cutting edge, be innovative, articulate vision, nurture social capital, and effectively manage intangibles. Using the Competing Values Framework, this book identifies an approach and a set of strategies to address all these challenges. This book's framework can have many applications. I have used this model in leadership coaching, team building, and performance optimization, just to name a few. Anyone interested in creating financial and human capital value in their organization will find this book invaluable.
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By Khaled M. Shehabi on September 7, 2013
Format: Paperback Verified Purchase
Thic book is to help leaders create value in their employees and their organziations.

The Competing Values method is a must to read for every business manager and business leader; it is named as one of the 40 most important frameworks in the world of business. I recommmend this book to everybody interested in creating value in his business.
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By Z Adams on September 29, 2011
Format: Paperback
Allow the wisdom in this book to sink in. It has so many applications that it is scary, in fact. Start out with the four quadrants, and after deep consideration, other opportunities to apply the Framework will surface. I believe it is one of the reasons why so many academics apply its principles again and again.
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By Ed J. Lenart on September 16, 2013
Format: Hardcover Verified Purchase
I needed this book for one of my MBA classes and thought it had some useful information. Nothing out of the box but is a good source of information on management styles and organizational structure.
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