The G Quotient
Why Gay Executives are Excelling as Leaders... And What Every Manager Needs to Know
(Sprache: Englisch)
The G Quotient identifies a management phenomenon that will forever change the way people view their professional roles in the workplace. Based on a landmark (and bound to be controversial) five-year study by Kirk Snyder, one of the nation's leading career...
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The G Quotient identifies a management phenomenon that will forever change the way people view their professional roles in the workplace. Based on a landmark (and bound to be controversial) five-year study by Kirk Snyder, one of the nation's leading career and workplace experts at USC, The G Quotient redefines the very meaning of successful leadership for all managers. In the last tenyears, across-the-board levels of employee satisfaction, workplace morale, and job engagement have plummeted in the U.S. But while many businesses are baffled by this steady decline, Snyder's research has uncovered a unique exception. Organizations and working units under the leadership of white-collar gay males are collectively experiencing 25-30 per cent higher levels of employee satisfaction, workplace morale, and job engagement, in addition to reporting greater employer loyalty and individual productivity. Empowered workers are responding to a new type of organizational leader.The term "G Quotient" is an original descriptor identified by the author, which represents seven unique leadership principles that explain why organizations and working units under the management of white-collar gay males are more harmonious, more interconnected, and more successful. The G Quotient identifies and explores these seven unique principles that all managers, regardless of gender or sexual orientation, can use to become the leader everyone wants to work for and, even more importantly, hire.
Klappentext zu „The G Quotient “
What Do Managers from Barclay's Bank, Citicorp, Deloitte Consulting LLP, Disney, Ernst&Young, General Electric, and Morgan Stanley Know About The G Quotient?Kirk Snyder's new book, The G Quotient, is based on a five-year study into the beliefs and behaviors of more than three thousand managers and employees across major economic sectors. The result is the identification of a new paradigm for successful business leadership that is generating unparalleled levels of employee engagement, job satisfaction, and workplace morale from Fortune 500 companies to entrepreneurial enterprises in all types of fields and industries.Chronicling the dramatic changes of the new world of work, Snyder explains why employees of gay executives are responding to a new ethos of business leadership with record high levels of job commitment. The G Quotient provides all managers, whether managing teams of a few or a few thousand, with vital information and insight about fully engaging the strengths and talents of today's workforce.
Inhaltsverzeichnis zu „The G Quotient “
PrefaceThe AuthorIntroduction: What Is the G Quotient? PART ONE: THE SEVEN PRINCIPLES OF G QUOTIENT LEADERSHIP 1. Principle One: Inclusion 2. Principle Two: Creativity 3. Principle Three: Adaptability 4. Principle Four: Connectivity 5. Principle Five: Communication 6. Principle Six: Intuition 7. Principle Seven: Collaboration PART TWO: G QUOTIENT LEADERSHIP IS BUILT TO LAST 8. Why G Quotient Leadership Works 9. Ten Things Every Manager Needs to Know About G Quotient Leadership 10. Why Making a Difference Makes a Difference 11. Why G Quotient Leadership Creates a Twenty-First-Century Advantage Appendix A. What's Your GQ? The G Quotient Assessment Appendix B. Research Overview Appendix C. Assessment Research Appendix D. Employee Survey Notes Acknowledgments The Author Index
Bibliographische Angaben
- Autor: Kirk Snyder
- 2006, 240 Seiten, Maße: 23,5 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0787982466
- ISBN-13: 9780787982461
Sprache:
Englisch
Rezension zu „The G Quotient “
"According to Snyder, whose book compiles the results of a five-year research project covering over 2,000 organizations and 3,500 professionals, openly gay male managers and executives offer a specific and effective model of leadership that he calls the G quotient, which accounts for a 25 to 30 percent higher level of job satisfaction and workplace morale among employees of gay managers. Snyder believes the gay experience teaches these managers to "place a greater emphasis on the individual value of their employees," and identifies seven qualities that gay executives bring to the workplace: inclusion, creativity, adaptability, connectivity, communication, intuition and collaboration. Snyder is perceptive and detailed in analyzing his research and discussing it with a slew of today's top gay business leaders, including a state senator, a college president, and top executives at Disney, PepsiCo and Morgan Stanley. Novel managing strategies, including "focusing on the process of work rather than the final product," "placing value on experiential learning" and "seeing inspiration as a manageable commodity," make this a practical business primer as well as a landmark study; managers looking for a fresh approach should pick this title up, as should those interested in the rising profile of gays in America."--Publishers Weekly Annex (starred review), June 2006
"Snyder (Rossier Sch. of Education, Univ. of Southern California; Lavender Road To Success: The Career Guide for the Gay Community) here explores not only what it means to be a gay male executive but what it's like to work for such an individual. His provocative study clearly and impressively shows that employees working for gay bosses have higher rates of satisfaction, job commitment, and productivity. The secret? Snyder calls it The G Quotient, which measures seven components of executive leadership: "inclusion, creativity, adaptability, connectivity, communication, intuition and collaboration." While these
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are certainly not new business principles, they are apparently more consistently and creatively applied by the executives in Snyder's study. Snyder argues that "G Quotient leaders understand and value themselves," implying that they are better able to understand and value their employees. He even includes a few employee testimonials. While in no way implying that heterosexual male bosses do not also motivate their employees, Snyder's research strongly suggests that they might learn a thing or two about leadership from their gay colleagues. While some may find this a questionable subject for a business book, Snyder treats the material sensibly and seriously. Highly recommended for libraries with gay/lesbian studies or larger business collections."
--Richard Drezen, Washington Post News Research, New York (Library Journal, June 2006)
--Richard Drezen, Washington Post News Research, New York (Library Journal, June 2006)
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