+353-1-416-8900REST OF WORLD
+44-20-3973-8888REST OF WORLD
1-917-300-0470EAST COAST U.S
1-800-526-8630U.S. (TOLL FREE)


Cross–Enterprise Leadership. Business Leadership for the Twenty–First Century

  • ID: 2209480
  • Book
  • 320 Pages
  • John Wiley and Sons Ltd
1 of 3
"Graduates of Ivey′s Cross–Enterprise Leadership program are able to solve issues that challenge the entire organization. It is truly a revolutionary approach to business education."

Arkadi R. Kuhlmann, Chairman and CEO of ING DIRECT, U.S.

"Cross–Enterprise Leadership will be very important for organizations in the future as change continues to accelerate. We need to be more adaptive, more proactive. Leaders need to work across the organization and collaborate outside the organization in ways that we don′t always do today. Cross–Enterprise Leadership provides that direction."
Timothy E. MacDonald, President, A.T. Kearney Limited (Canada)

"Cross–Enterprise Leadership is the difference between becoming an excellent executive and a mediocre one."
Timothy D. Hockey, Group Head, Canadian Banking, TD Bank Financial Group, and President and CEO of TD Canada Trust


Technology is moving faster, competition is getting fiercer, and increases in global connectivity are erasing longstanding borders and barriers. Businesses and organizations are no longer self–contained bubbles, but rather enterprises that reach across traditional boundaries between companies, countries, and competencies. With this change in structure must come a change in management and leadership, from the traditional command–and control silo–based structure to a new model of distributed leadership, predicated on the fact that no one person can do it alone. What businesses need in order to achieve their goals is what we call cross–enterprise leadership.

Cross–Enterprise Leadership is the combination of business intelligence, organizational intelligence, people intelligence, strategic intelligence, and the general intellect to weave these knowledge bases together. Underlying these skills are the less tangible qualities that allow these intelligences to be applied at the correct time and in the correct way. All of these things work together to create a truly dynamic leader who is capable and effective in a wide range of scenarios and time frames. From entrepreneurial initiatives to multinational corporations, Cross–Enterprise Leadership is both applicable and fundamental to the advancement, innovation, and success of your business.

Note: Product cover images may vary from those shown
2 of 3

Foreword: The Urgent Need for Cross–Enterprise Leadership (Dean Carol Stephenson, Richard Ivey School of Business).

Chapter 1: A New Approach for the 21st Century (Mary Crossan and Fernando Olivera).

Chapter 2: What Cross–Enterprise Leaders DO! (Jeffrey Gandz).

Chapter 3: The Cross–Enterprise Leader (Mary Crossan, Jeffrey Gandz and Gerard Seijts).

Chapter 4: Cross–Enterprise Leadership in Practice: An Interview with Turnaround Expert William Aziz (Gerard Seijts and Mary Crossan with Bill Aziz).

Chapter 5: Driving Growth through Entrepreneurship and Innovation (Simon C. Parker).

Chapter 6: Developing the Cross–Enterprise Leader (Mary Crossan, Jim Hatch and Gerard Seijts with Ashleigh Nimigan).

Chapter 7: Engaging the Chinese Market (Paul W. Beamish).

Chapter 8: Greed Is Never Good: Cross–Enterprise Leadership and the Social Responsibilities of Business (Jeffrey Gandz).

Chapter 9: Building Sustainable Value through Cross–Enterprise Leadership (Tima Bansal and Michael Wood).

Chapter 10: Leadership on Trial (Jeffrey Gandz, Mary Crossan, Gerard Seijts, Stephen Sapp and Mark Vandenbosch).

Conclusion: Cross–Enterprise Leadership: The Way Forward (Mary Crossan).


Note: Product cover images may vary from those shown
3 of 3


4 of 3
Richard Ivey School of Business, The
Carol Stephenson
Note: Product cover images may vary from those shown