Managing by accountability : what every leader needs to know about responsibility, integrity--and results

Select an Action

Title:

Author:

Dealy, M. David.

ISBN:

9780275993320

Personal Author:

Dealy, M. David.

Publication Information:

Westport, Conn. : Praeger, 2007.

Physical Description:

90 p. ; 25 cm.

General Note:

Formerly CIP.

Contents:

The mandate of accountability -- The relationship between accountability and responsibility-and blame -- The great accountability mistakes -- Set your personal expectations higher than those around you -- Live the integrity imperative -- Treat accountability as a verb, not a noun -- Accept inevitable change and conflict and accountability's role -- Help others around you to develop personal accountability -- Putting it all together.

Subject Term:

Added Author:

Electronic Access:

Table of contents only http://www.loc.gov/catdir/toc/ecip0620/2006028566.html

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168025401387	658.4092 D279M 2007	1	Searching... Unknown

Bound With These Titles

On Order

Summary

At its core, accountability is the responsibility to act. It is the commitment to do the right thing and stand by your decisions. Perhaps most importantly, it is a quality that must come from within; dishearteningly, even as legislators, shareholders, customers, and community activists are demanding greater accountability from corporate leaders, too many are waiting for some third party to take action. Whatever the endeavor, it is ultimately the individual who must hold himself to the highest standard first. Those who manage by accountability viscerally know that external rules cannot substitute for character. And they know that accountability is a quality that can be developed, honed through practice, and encouraged in others. Using stories drawn from David Dealy's experiences on the front lines, as well as examples from other successful leaders, Managing by Accountability demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. In their down-to-earth style, the authors identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization.

In some cases it may be Congress (e.g., Sarbanes-Oxley legislation), the media, the company's legal or communications department, Wall Street, disgruntled customers, or angry community activists. This is not to say that formal accountability programs are useless; they do play an important role. Nevertheless, it is ultimately the individual who must hold himself to the highest standard first--without waiting to be told, pushed, or prodded.

Those who manage by accountability viscerally know that external rules cannot substitute for character. And they also know that accountability can be developed, honed through practice, and encouraged in others. Managing by Accountability demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. Using stories drawn from David Dealy's experiences on the front lines, as well as examples from other successful leaders, the book provides concrete examples of accountability in action. In their down-to-earth style, Dealy and Thomas identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization.