Cover -- Contents -- Front Matter -- Title Page -- Publisher Information -- Introduction -- About The Authors -- Dedication -- Preface -- A Big Thank You! -- Part 1 -- Chapter 1 -- The History of A Corporation -- Passive Devices That Hold Property -- Structures That Exert Monopoly Control And Regulate A Domain Of Specialized Knowledge And Skill -- A Set Of Means Specially Designed To Pool Capital And Resources Including Human Resources -- Providing A Legal Shield To Limit Owner And Operator Liability -- Organizational Structure That Subordinate And Synthesize The Actions Of Human Agents -- Modern Corporations -- References And Bibliography -- Chapter 2 -- Definitions Of Transformational Leadership -- The History Of Transformational Leadership -- Transformational Versus Transactional Leadership -- The Transactional Leader: -- The Transformational Leader: -- Three Fundamental Goals Of Transformational Leadership -- Why Transformational Leadership Is Important For Organizational Functioning -- Transformational Leaders: -- Transformational Leadership: Born or Bred? -- Limitations Of Transformational Leadership -- References And Bibliography -- Foundations Of Transformational Corporate Leadership -- Part 2 -- Chapter 3 -- Strategic Leadership -- Essentials Of Strategic Leadership -- What Makes Strategic Leadership Different? -- Exercise Of Effective Strategic Leadership -- The Concepts Of Strategic, Visionary, And Managerial Leadership -- Visionary Leader -- Strategic Leader -- Making Strategy A Learning Process In Your Organization -- Anatomy Of A Strategic Leader -- Improving Your Organization's Leadership Strategy -- Strategic Thinking -- Strategic Thinking Insights -- Developing Strategic Thinking -- Strategic Thinking Competencies -- Strategic Acting -- How Strategic Acting Relates To Thinking And Influencing -- Strategic Influence.

Outcomes Of Strategic Influence -- Components Of Strategic Influence -- Strategic Leadership Teams (SLTs) -- Creating An Slt At The Top -- SLT Strategic Acting -- Four Critical Competencies -- References And Bibliography -- Chapter 4 -- Visioning -- The Power Of Visioning -- Identifying The Transformation Initiatives -- References And Bibliography -- Chapter 5 -- Ethical Leadership -- Submissive Model -- Purist Model -- Accommodating Purist Model -- Ethos- Rules Based Or Led By Principles? -- Why Corporate Leaders Act Unethically -- Developing A Society That Is Ethical -- Model For Establishing An Ethically Responsive Society -- Stage 1 -- Stage 2 -- Stage 3 -- Stage 4 -- References And Bibliography -- Part 3 -- Fundamental Areas Of Transformation -- Model For Transforming A Corporation -- References And Bibliography -- Chapter 6 -- Corporate Governance -- Agency Theory -- Corporate Governance Principles And Practices -- Types Of Boards -- Legal Requirements For Boards Of Directors -- Boards Of Directors' Responsibilities -- Recruitment Of Board Members -- Training And Retention -- Energizing Existing Boards -- Case Illustration: Success Through Effective Leadership - Kenyatta University -- References And Bibliography -- Chapter 7 -- Institutional Culture And Brand Image -- Culture Defined -- Three Layers Of Culture -- The Characteristics Of Organizational Culture -- The Role Of Culture In Corporate Transformation -- Organizational Culture And Change -- Do Organizations Have Uniform Cultures? -- What Do Cultures Do? -- How Organization Cultures Form -- Keeping Culture Alive -- How Employees Learn Culture -- Creating An Ethical Organizational Culture -- Spirituality And Organizational Culture -- Characteristics Of Workplace Spirituality -- References And Bibliography -- Chapter 8 -- Quality Assurance And Standards -- What Is Quality?.

Achieving Continuous Quality Improvement -- Why Quality Must Be Measured -- Why Include Customers Of Competitors -- How Exit Interviews Can Translate Into Huge Profit -- Quality Assurance -- Why Customers Are More Profitable Over Time -- Quality Assurance Standards -- Outline Of Services Offered By Kenya Bureau Of Standards -- Standardization -- Testing -- Metrology -- Training -- Certification -- When Is QA Appropriate -- How To Implement A QA System -- Strategies For Maximizing Effectiveness -- References And Bibliography -- Chapter 9 -- Human Resource -- Recruiting -- Performance Management -- Compensation And Benefits -- Corporate Transformation: The Role Of Human Resource Management Function -- Managing Knowledge For Strategic Success -- Corporate Transformation And The Changing Psychological Contract -- Ten Human Resource Practices That Catalyze Organizational Transformation -- References And Bibliography -- Chapter 10 -- Partnerships - Stakeholder Relations -- The Concept Of Stakeholder Management -- Identification Of Stakeholders -- Stakeholder Analysis -- Ten Ways To Be Better At Stakeholder Management -- Achieving Organizational Growth -- Ways In Which Organizations Achieve Growth -- Problems Encountered With Organizational Growth -- References And Bibliography -- Chapter 11 -- Finance Management And Resource Mobilization -- Meaning Of Financial Management -- Scope/Elements -- Objectives Of Financial Management -- Functions Of Financial Management -- Strategic Financial Management -- Finance For Non-Financial Managers -- References And Bibliography -- Chapter 12 -- Marketing And Business Development -- Marketing Mix -- Using The 4ps Marketing Mix Model -- New Product Development Process -- Idea Screening -- Concept Development And Testing -- References And Bibliography -- Chapter 13 -- Product Development.

Sources Of Ideas For New Products -- Product Strategy Orientation -- Time-To-Market -- Low Product Cost -- Low Development Cost -- Product Performance, Technology & Innovation -- Quality, Reliability, Robustness -- Service, Responsiveness & Flexibility -- Various Approaches to Building Products and Services -- "Build It And They Will Come" Approach -- Seat-Of-The-Pants Approach -- Incremental Planning Approach -- Business Planning Approach -- Business Development Approach -- Product Development Strategies -- Sound Management Of Products and Services -- Innovation And Organizational Change -- References And Bibliography -- Chapter 14 -- Managing Change For Transformation -- Change Management: Theoretical Review -- Definition Of Change Management -- Nature Of Change -- Organization Development (OD) Approach To Change Management -- Lewin's Work -- Lewin's 3-Step Model -- Newer Perspectives On Change -- Images Of Managing Change -- Types Of Change -- Organizational Change -- Triggers To Organizational Change -- Substantive Element Of Change -- Why People Resist Organizational Change -- The Concept Of Organizational Change -- The 3 Phases Of Transition -- How To Get People To 'Let Go' -- Leading People Through The Neutral Zone -- Dangers Presented By The Neutral Zone -- How To Handle The Neutral Zone -- Launching A New Beginning -- Reinforcing The New Beginning -- The Process Of Analysis -- Consolidating Change -- Actions To Consolidate Change -- Avoiding Escalation -- Six Steps To Effective Change -- References And Bibliography -- Chapter 15 -- Infrastructure, Facilities & Equipment -- The Four Components Of Every Organization -- Strategies For Changing An Organization's Culture -- Assessing The Current And Desired Organizational Culture -- Organizational Life Cycles -- Life Cycle Of Non-Profit Organizations -- References And Bibliography -- Appendices.

Appendix 1 -- Transforming Kenyatta University To A World Class University -- Introduction -- Pathway To Transformation -- Physical And Infrastructural Transformation -- Governance And Management Transformation -- Process Transformation -- Social Transformation -- The Road Ahead -- Appendix 2 -- Family Bank -- The Power Of A Dream: Case Of Family Bank -- Appendix 3 -- Kenya Commercial Bank -- Corporate Turn-Around: Case Of Kenya Commercial Bank (KCB) -- Appendix 4 -- Postbank -- Transformation Through Technology -- Appendix 5 -- Chapter Six Leadership And Integrity -- Responsibilities Of Leadership.