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Current Topics in Management is an annual scholarly journal and this volume is divided into four major sections: Managing Conflict and Justice; Leadership, Social Capital, and Personality; Entrepreneurship and Small Business Management; and Ethics, Learning, and Change. These contributions seek an integration of theory, research, and practice, which is the essential goal of Current Topics in Management.The first section contains two empirical studies on organizational conflict and a theoretical work that addresses the application of organizational justice theory to consumer behavior. The second section contains three empirical studies relating to the leadership language used by senators Hillary Clinton and Barack Obama during the last presidential election, building social capital through leader-member exchanges, and the big-five personality and financial performance of fund managers. Section three contains an essay on revising Phelan's model on entrepreneurship and a case study on a small business organization. The fourth section contains three contributions, two theoretical papers and an empirical study of the administration of state governments.The contributions included are'The Moderating Role of Social Attitudes on the Relationship between Diversity and Conflict''The Effects of Geographic Dispersion and Team Tenure''Fairness and Consumer Behavior''Obama vs. Clinton: Exploring the Impact of Leadership Language''Social Capital Via Leader''Financial Performance of Fund Managers''A Conceptual Framework Linking Entrepreneurs to International New Venture Competitiveness'and'BSL Printing Company: A Case Study.'

This landmark book, by Edwin P. Hollander, a noted organizational social psychologist and long-time contributor to leadership research and practice, highlights the leader-follower relationship as central to effective leadership. Inclusive Leadership is a process of active followership emphasizing follower needs and expectations, with the guiding principle of'Doing things with people, not to people,'in a two-way influence relationship. The book provides strong theoretical and empirical guidance for leadership development and includes many of Hollander's key original papers. Each is updated in a chapter with his new reflective commentary, including those on'Interdependence,''Women and Leadership,''Power and Leadership,''Legitimacy,''Ethical Challenges,''Idiosyncrasy Credit,'and'Civil Liberties.'Six new chapters begin with an'Overview of Inclusive Leadership,'identifying distinctive concepts and practices, and an'Historical Background.'There also are new chapters on such topics as'Applications,''Presidential Leadership,'and'College and University Leadership.'It concludes with'Lessons from Experience,'a revealing'Afterword'on his career, and comprehensive Bibliography. Enriching our practical understanding of the leader-follower relationship, with many real-world examples, this book should be a basic addition to anyone's library on leadership. Students of leadership, management, organizational psychology and behavior, business, sociology, education, political science, and public policy, will find it informative about successful practices of'Inclusive Leadership,'and their applications to leadership events.

A multifaceted ecological and socio-cultural crisis confronts us, and the irresponsible and unsustainable operations and actions encouraging this predicament are bound up with contemporary societal, economic, organisational, and managerial practices. The recent and on-going global economic crisis with its failures of responsibility and pervasive (or existential) threat posed to natural ecologies are among many more manifestations of a profound disintegration, unwise forms of practices, and non-integral ways of living. The current crisis, scandals, and tensions between corporations and civil society, and numerous examples of unethical practices that are partly validated by common practice have helped to intensify demands to scrutinise corporate behaviour and practices. The increasingly instrumentalised contexts and impositions of neoliberal regimes with their systemic constraint call for a rethinking of phrónêtic capacities and dispositions for wise practices in prâxis and corresponding sustainable actions. This book explores how practical wisdom can be conceptualised and applied to practices that respond to the life-worldly realities of organisations. At the same time, it relates to prâxis, understood as situated conduct in an ethico-political configuration. It is this nexus that is mediating between individual and social actions (micro), organisations (meso), and economy/society (macro). This book invites dialogue for thought-provoking reflection on how wisdom can help organisations and leaders deal with our age's most pressing challenges. It opens a path to considering how such an understanding can help us to more effectively and more critically understand and appropriately respond to complex, multifaceted, emerging phenomena. It will be of value to researchers, academics, and students interested in leadership, organisational studies, wisdom, and business ethics.

Managers are facing unprecedented complexity, volatility, and ambiguity, quickly adapting their decision-making, leadership, vision, and strategies. Megatrends and forces of change have profound implications for business models, processes, and organizational structures, calling into question current paradigms and designing future change. Additionally, unprecedented disruptions, unforecastable in their nature, have increased the need for resilience and strategic flexibility.The book aims at tackling the potential interrelations among environmental transformations, strategic decisions, and leadership to better understand the role of external and internal factors on the effectiveness of managers. The book defines “change”: its extent, nature, and characteristics. Then, it focuses on decision-making, the role of potential cognitive biases, and how the interaction with the perception of determined environmental events affects the way in which decision-makers decide to implement specific strategies. Finally, in the light of waves of strategic change, it reviews theories on leadership and transformation by looking at the role and traits of leaders.Since environmental transformations have the potential to “disrupt” not only strategies but also decision-making processes and leadership, the book provides a review on the issue and propose an integrative framework which can be useful for both scholars and managers, especially in the fields of decision-making and strategy.

Digital technologies have created an opportunity to bring together knowledge management, leadership, and innovation. Any business that wishes to thrive in today's competitive digital landscape must prioritize knowledge management. Leadership in the digital era is about leveraging digital tools to manage knowledge to attain a strategic advantage effectively. Thus, leadership is an essential and central element for knowledge creation, acquisition, utilization, and integration. As a result, this book will focus on knowledge management, leadership, and innovation, all intertwined but not covered in existing research. The book integrates knowledge management, leadership, and innovation into a unified framework in the era of digitization, exploring the benefits knowledge management can bring to organizations adapting to new digital requirements in a dynamic environment. It presents both theoretical and empirical research to synthesize these distinct disciplines in a cohesive body of work. The resulting model will create a useful framework to be applied to future research and further add to practical and theoretical implications. The book is primarily written for scholars, researchers, and advanced students with an interest in the three disciplines and associated fields.

Subversion, Power and Hierarchy in Organisations and Society: Carnivalesque Leadership explores a leadership strategy that dates back centuries but has become so normalised that it can be invisible as a strategy. Extrapolating Mikhail Bakhtin's ideas on carnival and its potential for communal freedom and subversive challenge to existing hierarchies, this book identifies components of the carnivalesque, considers why and how they have impact and then maps the application of Carnivalesque Leadership to a series of case studies. Exploratory in nature, these diverse case studies focus on the historic evolution of carnivals in Trinidad and Notting Hill, the safety-valve mechanisms ubiquitous in the education sector, the standardisation of control and release within the corporate sector and the dynamic tension between protest, challenge and fun in Pride events. Readers will benefit from an increased awareness of a strategised Carnivalesque Leadership model and a greater understanding of the potential not only for the safety-valve release of pressure in society and in organisations but also for longer-term change through exposure to alternatives to the official norm.

History is full of examples of how the skilful use of language is a fundamental aspect of charismatic leadership. Traditionally, this phenomenon has been studied focusing on oratory skills. The book argues that the relationship between a leader and a follower has points of similarity to that which exists between a writer and a reader, and that in each case, former party is the agenda setter, but satisfactory outcomes require a mutual endeavor. Given that scholarly writing about management and organizations is inevitably a mix of the presentation of empirical truths and value judgements, the ability to engage the reader intellectually and emotionally is critical in the successful dissemination of disciplinary knowledge and belief claims. The book proposes a multi-faceted construct of textual charisma which is created through the use of metaphors, stories and personal accounts as well as the ancient construct of pistis and the contemporary notion of metadiscourse. The proposed framework provides guidance for management and organization studies'authors seeking to present themselves as convincing and engaging writers.Chapter 1 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

The concept of relational capital mainly refers to the value of the relationships a company creates with its stakeholders. These relationships inspired the authors to analyze their importance in the context of creating value for the enterprise and to explore the importance of leadership and communication in building relationships with the environment. Internal relational capital refers to the organization's set of intellectual property, work processes and methods, executive procedures, databases, communication and information infrastructure. Employee relations and leadership activities become pivotal in this context, as improving relational competence and intra-organizational relational capital can foster building lasting relationships with external stakeholders. This book comprises two parts. The first is devoted to discussing the most important concepts and issues related to the essence and importance of relational capital in modern companies, characterizing methods and tools for building relational capital, while pointing to the role of leadership in shaping employee engagement and building intra-organizational relationships. The second part contains the results of empirical research on the importance of relational capital in organizations from the point of view of managers, and the features and scope of maintained relationships with stakeholders. This research allowed for the evaluation of ongoing relationships in terms of how they improved innovation, financial performance, or access to resources. The book will be especially valuable to researchers, academics, professionals and advanced students in the fields of organizational studies, employment relations and leadership.

The Routledge Critical Companion to Leadership Studies offers a rich and insightful overview of critical leadership studies for students, teachers, researchers, and practitioners. The volume draws together 35 chapters from 56 authors who represent the vibrant diversity of the critical leadership community. It includes chapters from emerging and preeminent scholars who share an interest in directing leadership theorizing, development and practice toward the aims of liberation, justice, and equity.The Companion is organized into six themes: (1) philosophical perspectives on leadership; (2) processes, practices, and power dynamics in leadership; (3) diversity and leadership; (4) leadership education and development; (5) lessons from the dark side of leadership; and (6) reimagining leadership and leadership studies.The book has been curated to serve as a'go to'resource for undergraduate and postgraduate students, academic staff, and researchers seeking to understand the current state of play on a given topic, as well as inspiration for how they might contribute to its development. Each chapter provides a comprehensive yet succinct review of contemporary literature and offers the reader avenues for future research. Leadership practitioners will also find provocative ideas among these pages to help them interrogate and transform the ways they lead.

In the evolving landscape of leadership, factors from both environmental and cultural dimensions play a crucial role. In the contemporary era of digitalisation and globalisation, the impact on leadership has expanded significantly. This places greater pressure on leaders to succeed. The integration of technology and knowledge management adds complexity, demanding not only effectiveness but also cultural adaptability for navigating digital organisational changes.Effective leadership prerequisites endure, regardless of technological influence. Amid the push for digital leadership in modern organisations, it's essential to acknowledge the complexity of defining and analysing leadership. This treatise emphasises adaptability and intelligence as foundational for digital leaders and followers. Organisational ambidexterity underscores the simultaneous need for digital alignment and adaptability in effective leadership.This book emphasises followership's natural evolution in individual growth. It delves into the intricate interplay between leadership and followership within the globalised, digital context. Core to the narrative is the'intelligently learning organization,'a concept explored throughout and conclusively in Chapter 7. While technological prowess benefits leaders, it's vital to recognise its limitations in achieving organisational growth.The text highlights'digital dexterity,'a concept evaluating internal capacities for embracing digital trajectories. This nascent concept is vital for modern digital leaders to embody.

With the parallel expansion of both leadership research and the use of ventriloquism within communication studies, this book addresses the lack of connection between the two, arguing that ventriloquial analyses can add significant insights to leadership research and that leadership research can be a fruitful avenue of inquiry.Focusing on the ventriloquial approach to organising originating from the Montreal School, which emphasizes the analyses of “actions through which someone or something makes someone or something else say or do things”, the book offers a new and exciting way of looking at the materiality of leadership. Drawing on ventriloquial analyses of naturally-occurring workplace interaction; interviews with key organisational players; and training sessions about leadership, the author posits that other-than-human actants affect many areas of leadership and organisational communication.Offering fresh insight into leadership practice, this book will be an essential read for scholars and students of organisational communication, leadership, and management.

The book reflects on ways of transcending Equality, Diversity and Inclusion (EDI) by establishing a dialogue between the professional experience of the authors and experts from academia and practitioners from financial services and executive search. The book emphasises the link and impact between what is taught and what is learned about EDI and how this reflects on later choices in career and workplace status. The book offers a critical and global perspective, emphasizing the multilocality and intersectionality dimension of diversity and unpicks key insights from different conceptualizations, like class, gender and postcolonialism and their relationship with the current paradigm of diversity and how people identify and communicate. With an extensive collection of testimonies and invitations for reflection, the book doesn't limit the analysis to the influences of historical power relations in the workplace, but investigates at what stage multicultural power structures start developing a compulsory inclination to create “differences” and how this can influence hiring decision making and management in the workplace. In the book, academics and practitioners provide illumination and insights gleaned from their own personal experiences and perspectives. Whilst the research targeted financial services and executive search, the book's findings will appeal globally to individuals of all age groups regardless of educational status, seniority or in which industry they are employed, particularly those who are aware of how each one expresses similarity and differences sometimes in not obvious ways.

Purpose-driven Innovation Leadership for Sustainable Development presents invaluable insights into how leaders can balance competing innovation demands. The book reports on research from an in-depth case study, which reveals the importance of developing highly adaptative and innovative responses through periods of rapid growth – while simultaneously ensuring organisational stability grounded in a clear core purpose. ‘Paradox'theory is introduced as a constructive theoretical lens for exploring these complexities of leadership sensemaking in innovation contexts. The findings demonstrate how to incorporate both perspectives to establish a robust innovation culture.This book aims to equip readers with evidence-based principles that can be readily applied in practice. The qualitative methodology, which includes case studies and interviews conducted with global innovation leaders, uncovers powerful strategies from relevant real-world experiences. Targeted ‘Reflection and Action'questions are also included to guide implementation.Purpose-driven Innovation Leadership for Sustainable Development will support researchers, educators, and students in the higher education sector who would like to investigate contemporary innovation leadership principles and practices. The book will also interest business leaders hoping to access rigorous research studies on the topic presented in an effective actionable format.

We live in uncertain times propelled by complex systems, climate change and the use of technology which possess various threats. At times of crisis, leadership that permits quick reactions to the changing organisational environment becomes necessary. However, there has been limited studies that provide a road map of leading during a crisis. What is required of leaders during a crisis? How can you develop the required leadership expertise during such turbulent periods? What are the challenges leaders will have to combat? Through this book, these questions are answered.It is no exaggeration therefore to claim that this book opens a new chapter as it seeks to advance discussions about how to lead during crisis. Drawing on empirical and conceptual evidence from the perspective of renowned authors in leadership research, it offers a robust and engaging overview of the field of leadership and leadership development in turbulent and dynamic environments. The chapters in the book support the personal and professional development of aspiring and experienced leaders and managers. The readers will be able to display critical awareness of current developments in both the theory and practice of leadership and leadership development and its importance in modern organisations.

The purpose of this book is to awaken leaders to the unique opportunities now present in the areas typically delegated to Health and Safety. It is a strategy to utilize existing resources to fully develop and engage human potential to catapult business achievement. The confluence of Covid-19, the resulting burnout, the attention on diversity, equity and inclusion generated by the Black Lives Matter movement and the ‘great resignation'continues to create openings to fundamentally change how we address personal development, sustainable growth and social responsibility. The argument within is that the better we manage the social aspects of the organization, the better our business results.Elucidating to the reader the societal shifts of workplace culture in recent years, this text expertly analyzes the importance of mental health in the workplace, whilst also explaining how management and HR departments can improve. It examines who is responsible for generating psychological safety and provides relationship strategies that will improve performance. The critiques in this text establish why it is imperative for business leaders to concentrate on how their company culture affects their employees, and whether their employees feel safe, seen and supported. The concepts and practices in this book are the ones that leaders have used across the ages to create commitment, accountability and excellence. Managers will benefit from a deeper understanding of how these issues impact every aspect of organizational performance. This book is essential reading for executives, leaders and those interested in leadership. They could be in the C-suite, operations, health and safety and HR. It is also directly relevant to organization development and change management specialists interested in including safety within their practice.

Drawing its origins from the Human Relations movement of the early 20th century and from public leadership orientations emphasising human aspects, human-centred public leadership approaches leadership from a system´s perspective. It explores societal institutions, organisations, and phenomena as an emergent system structure that manifests its existence through the multilateral and reciprocal interaction of its parts. Systems thinking and the need for systemic change suggest that one can only understand and improve a system by looking at how all the parts interact with each other and how they are integrated. The systemic nature of public leadership refers to dynamic learning mechanisms as they relate to the contents of leadership development tools which are derived mainly from the changing mode of the operating environment, from the leaders'own experience, from their own personalities, from a learning-by-doing approach to leadership development, and from the ways in which leaders learn and unlearn. This book presents key concepts, approaches, origins, applications, and best practices to understand the evolution and nature of human-centred approach in public leadership. It introduces a new public leadership paradigm that is needed in a complex, internationally interconnected social, economic, cultural, and political environment. Based on scholarly public leadership research in addition to the authors'professional experience as academics, managers, practitioners and consultants, this volume offers guidance for decision-makers, public, business, and non-governmental sector leaders, managers, and practitioners about how to create a context and contents for human-centred leadership in the age of complex society and turbulent operating environment. It will be of value to researchers, academics, and students in the in the fields of leadership and public management.

Original ideas start in a person´s mind, but the environment where they operate is crucial for the capture and development of these ideas. Equally important is the interaction with others in developing and evaluating ideas, as a brilliant idea only influences the world if it is put into use.This book hopes to inspire the team leader, innovation manager or research group leader. It deals with the delicate balance of managing and controlling intellectual property in a collaborative environment. Insights on how new inventions can be evaluated are offered. Following the whole cycle of innovation from a creative idea to where a product or service can be put on the market, examples illustrate how an innovative environment can be created and maintained. Strategies and solutions based on the science of team development are presented and leadership models for the different phases of group development are provided.The book will be of interest to researchers, academics, product developers, entrepreneurs, and advanced students in the fields of technology and innovation management and entrepreneurship and small business management but also for leadership.

Various styles of leadership have the potential for positive and negative influence on employees and organization. The monograph offers a new approach and proposes the systematic analysis of negative leadership traits and behaviors through the broadening of existing approaches (based on employees'orientation and organizational orientation) by analyzing them together with a third dimension: leader's traits, which will allow us to analyze the intent of the leader. Based on this approach, the monograph introduces the term: fake leadership, characterized by an emphasis on individual goals of the leader (regardless of their importance for the organization) coupled with intentional anti-employees and anti-organizational behaviours. Such leaders operate with intent to engage in negative behaviors towards employees and organization, simultaneously aiming at hiding such intent. The monograph introduces and empirically verifies various models explaining the mechanisms, through which fake leadership negatively influences job performance of employees and organizational reliability based on intraorganizational trust and positive job-related attitudes (work motivation, job satisfaction, work engagement, organizational commitment), as well as negative job-related attitudes (work disengagement, job dissatisfaction, work demotivation), tend to hide errors, which is coupled with the number of management and employees'errors. These models reference the concept of authentic leadership, which is chosen as a positive alternative to the described fake leadership.

Presenting an alternative to traditional models of centralized crisis management, this book makes the case for decentralizing crisis response and building resilience where it matters most, and provides an accessible, pragmatic approach for doing so. Focusing squarely on crisis management, the book challenges the notion that corporate crisis teams can be expected to swoop in and “save the day”: the role of the crisis team should be to advance a culture of readiness across an organization, and to foster leadership and crisis competency where it's needed, when it's needed. Crisis management expert Brendan Monahan draws from current management and leadership thinking that challenges hierarchies, finds incredible potential in the power of an organization's people, and aligns with many of today's highest-performing organizations that have already adopted this approach. This may run counter to current crisis management texts prescribing highly disciplined planning and command structures, but following this book's alternative approach will unlock tremendous potential, deepen resilience, and improve outcomes in crisis response. Professionals in crisis management, business continuity, emergency management, risk management, and others with crisis management accountability will value this practical book for “corporate crisis first responders” to use when they encounter the extraordinary.

The unique leadership challenges organizations face throughout the world call for a renewed focus on what constitutes'authentic, inclusive, servant, transformational, principled, values-based, and mindful'leadership. Traditional approaches rarely provide a permeating or systematic framework to garner a sense of higher purpose or nurture deeper moral and spiritual dimensions of leaders. Learning to be an effective leader requires a deep personal transformation, which is not easy. This text provides guidelines in a variety of settings and contexts while presenting best practices in successfully leading the twenty-first century workforce and offering strategies and tools to lead change effectively in the present-day boundary-less work environment.Given the ever-growing, widespread importance of leadership and its role in initiating change, this will be a key reference work in the field of leadership and change management in business. The uniqueness of this book lies in its anchorage in the moral and spiritual dimension of leadership, an approach most relevant for contemporary times and organizations. It represents an important milestone in the perennial quest for discovering the best leadership models and change practices to suit the contemporary organizations.Designed to be a resource for scholars, practitioners, teachers and students seeking guidance in the art and science of leadership and change management, this will be an invaluable reference for libraries with collections in business, management, sports, history, politics, law, and psychology. It will present essential strategies for leading and transforming corporations, small businesses, schools, hospitals, and various nonprofit organizations. It brings the research on leadership and change management up to date, while mapping its terrain and extending the scope and boundaries of this field in an inclusive and egalitarian manner.

Trust, Power and Public Sector Leadership: A Relational Approach provides a critical theoretical treatment of trust in the realm of public management and governance. The public trust agenda is an antidote to rampant bureaucratic control and, in particular, the marketization and instrumentalization associated with New Public Management. The book approaches trust from a relational perspective that draws on insights from trust research, modern sociology and organization and management theory, while lending support to developments in New Public Governance. It provides a theoretical framework that distinguishes between institutional, economic, moral and relational trust and shows how a relational perspective is able to incorporate insights from the other paradigms in an inclusive approach to trust processes. Apart from providing a theoretical reading of the workings of trust in public organizations, the book addresses how trust relates to power and control along with notions of debureaucratization, post-bureaucratic organization and post-heroic leadership. It also shows how the trust agenda, in theory and practice, is related to social capital and thus efforts to strengthen social relations and collaboration in and around public organizations. Speaking of practice, the book takes its empirical point of departure in the Danish public sector. However, the aim of the book is not to promote the High trust Danish case as a benchmark or best practice. The aim is to theorize and help make sense of this particular experience by applying general theory to it and extracting general insights – with broader application – from its particular manifestations and outcomes. There is a need for more elaborate theorizing about trust and power in a public sector setting, and the Danish experience is useful as a starting point for this ambition.

Leaders and managers are rightly tasked to take their organizations and communities to a desired future. They are expected to be forward looking with compelling vision statements. As a result, they are often too busy in the present managing the future to be bothered with the past. Yet it is organizational histories that provide the contexts and clues for the future. History and Leadership: The Nature and Role of the Past in Navigating the Future demonstrates that intentional historical perspective-taking provides a sort-of wisdom for doing business in the present and future and equips leaders to leverage the past to help their organizations thrive.This book appeals to several audiences. It will serve as a supplementary text for undergraduate and graduate students in both the humanities and leadership studies. The book also appeals to practicing leaders and managers who wish to develop their emotional, cultural, and social intelligence by exploring perennial issues and lessons found in well-developed histories. This book also serves as a stand-alone read for a range of professionals who want a more recreational and non-traditional read on history and leadership. The book cultivates an appreciation for history and equips readers to be connoisseurs of history for the betterment of themselves and society.

Arguing that a functional approach to Human Resource Management is fast becoming obsolete, this book explores the many areas of accelerated change in the workplace and how business leaders must evolve their thinking to meet the needs of their workers and managers alike. With a clear focus on the accelerations caused by Covid-19 and how technological platforms have enabled working practices and business continuity, the book effectively lays the groundwork for a changed but well-functioning people management system. The authors present the new model of Strategic Human Asset Lifecycle Management that incorporates the drastic changes in how jobs are designed, how human talent is acquired, how work is performed, how work is rewarded and conditions set, and crucially, how labor laws must change – all to meet the fast-moving requirements of a digitized world. Enriched with cases that illustrate both well-adapted and badly-adapted organizations, as well as helpful summaries and thought-provoking challenges, this book is an essential resource for all those who aspire to great people leadership in their organizations, including HR professionals, instructors, and upper-level students.

A must-read in the wake of COVID-19, this book unpacks the nature of resilient organizations and how they prepare for unpredictable, complex, and profound change.Organizations that do not adapt and evolve die. To date, however, it has not been at all clear how to build a resilient organization. That puts us all in the unenviable position of trying to ready our organizations for an increasingly uncertain future without the proper guidance to do it. This book introduces 14 elements of resilience that consistently emerge in organizations that have thrived amid adversity and volatility. Resilience is not about determination, grit, cybersecurity, or teams of resilient individuals; resilience, it turns out, is often confused with robustness. Readers will discover how resilient organizations build and employ a distinctive combination of crews, capital, culture, and leadership—and, crucially—how to adapt these combinations for their own organization.Senior business leaders, consultants, entrepreneurs, students, and professionals will appreciate this book's practical, approachable, and engaging guidance, including insights by leaders from Health Care for the Homeless, The Ohio State University, NBCUniversal, retail stores, and more.

Within Entrepreneurship Education, Team Academy is seen by some as an innovative pedagogical model that enhances social connectivity, as well as experiential, student-centred and team-based learning. It also creates spaces for transformative learning to occur. In this book, the third book in the four part Routledge Focus on Team Academy series, the contributors explore the concepts of leadership and teams in the context of TA. Topics including the way in which learners attempt to navigate the complexity of leadership and team dynamics, whilst understanding their place and impact on the processes involved, will be examined. This book is aimed at academics, practitioners, and learners engaged in the Team Academy methodology, pedagogy, and model, as well as those interested in the area of entrepreneurial team learning. Readers will be inspired to innovate in their delivery methodologies and to explore learning-by-doing approaches to creating value. The book also aims to challenge the discourse around entrepreneurship and entrepreneurial activities, offering insights, research, stories, and experiences from those learning and working in the Team Academy approach.

The book focusses on the challenges faced in the digital age, and the increasing demands for continuous change in an inter-connected digital world. The book presents stories about how leaders have faced significant challenges and pressure, and how they have used these experiences as catalysts to transform, flourish, and develop personal resilience. The book explores the digital journey, ethical issues, teamwork, styles of leadership, agile, collaboration, trust, culture, psychological safety, self-awareness, vulnerability, conversation, positivity, emotional intelligence, creativity, inner knowing and the dark side of leadership. Drawing on the experiences of leaders in the creative, digital and technology sectors in the UK, and using their voice throughout, has resulted in proposing several internal and external strategic solutions to help the reader become more personally resilient. The book explores the impact of continuous change within a digital age, presenting the facets necessary to become a Digital Sage in an increasingly chaotic world. With a focus on creativity, innovation and mind and body awareness the leader as a Digital Sage arises to encourage resilience in a digital age. The book does not assume prior knowledge of the field of resilience and is ideal for executive education courses, and for leaders and managers seeking personal and professional transformation.

Due to the increasing transformation and changes in the economy, society, technology, ecology or even human health, organisations and companies are or should be continuously changing in order to survive as they are open systems. This book illustrates both how organisations can transform or change and where the most cutting-edge and innovative organisations and companies are heading. Accordingly, the book is structured in two parts. The first part explores concepts associated with change and development such as innovation, organisational resilience and learning, and describes the latest trends and related research. The second part analyses the new organisation or company we are, it is to be hoped, heading for: a more conscious, compassionate, sustainable, innovative, trustful and humane organisation. The book reviews underlying ideas related to leadership, technology, trust and compassion and presents and analyses compassionate, sustainable and conscious organisations through an in-depth examination of their organisational and managerial characteristics, with particular emphasis on their human resource management practices and employee wellbeing.This volume is principally addressed to management and business students and researchers, as it offers a pedagogical review and analysis of the topics from the latest literature and research. At the same time, it provides highly topical and interesting ways forward for executives who want to transform their companies by introducing more conscious, humane and innovative approaches.

This Leadership book is part of the Human Centered Book Trilogy, the 2021 volumes of the Routledge Human Centered Management HCM Series. HCM books are pioneering transformation from the traditional humans-as-a-resource approach of the industrial past, to the humans at the center management and organizational paradigm of the 21st century. HCM is built on the talent and wellbeing of people in the workplace driving work engagement, quality standards, high performance and productivity for long-term organizational sustainability in the global VUCA (volatile, uncertain, complex, ambiguous) environment. This book was carefully crafted by recognized human centered scholars emphasizing the need for a new type of leader responsive to challenges of the knowledge age, global connectivity and instant communications. The book displays a comprehensive framework for the transformation of common individuals into sensible leaders with high capacity to improve organizational culture using Soft Skills to meet critical responsibilities. Sensible leaders are human centered, insightful, prudent, focused on the needs and feelings of followers. They are integral and ethical leaders serving as guides, coaches and mentors, not forcing followers but perceiving clues and responding promptly to solve organizational challenges. They perform honorably in personal and work environments always caring for the common good. This and its two complementary titles Human Centered Organizational Culture: Global Dimensions and Soft Skills for Human Centered Management and Global Sustainability are timely readings for leaders, managers, researchers, acdemics, practitiones, students and the general public working in organizations across industries and sectors wordwide pursuing quality standards, organizational transformation and sustainability.

True Storytelling is a new method of studying, planning, facilitating, ensuring, implementing and evaluating ethical and sustainable changes in companies, organizations and societies. True Storytelling is both a method with seven principles and a mindset to help managers and researchers to work with change. True Storytelling stresses that we need to balance the resources of the Earth, our wellbeing and the economy when we are dealing with change. It is not only a book about how to prevent climate change, it is also a book about how we can navigate through crisis, create less stress and achieve better life in organizations and in society as a whole. You will learn how to create innovative start-ups with a purpose and fund money for sustainable projects and good ideas. The book combines practical cases, interviews with managers and CEOs, theory and philosophy to define the method and to teach the Seven True Storytelling Principles:1 You yourself must be true and prepare the energy and effort for a sustainable future2 True storytelling makes spaces that respect the stories already there3 You must create stories with a clear plot, creating direction and helping people prioritize4 You must have timing5 You must be able to help stories on their way and be open to experiment6 You must consider staging, including scenography and artefacts7 You must reflect on the stories and how they create value This book is a guide to implementing these core principles to boost leadership practices, create a storytelling culture and staff buy-in. The method is also useful as an analytical tool for organizations, managers and consultants in order to prepare, plan and execute the implementation of strategies. It is valuable reading for researchers and students at master level as well as leaders and consultants in charge of ethical and sustainable changes.

Strong leadership is necessary to drive the transformational change required to build and apply digital capabilities across organizations. Digital transformation in the supply chain is a leadership problem first and foremost. This book draws out some of the key digital business strategies supply chain leaders must become familiar with as they take on the responsibilities of leading transformations within their firms.The central rationale of the book is to establish a clear business case for the performance shifts and opportunities of the Digital Supply Chain. The benefits of a digital supply chain for firms can be summarized as uniquely reducing the amount of trade-off between costs and customer satisfaction. The challenges, complexity, and management involved in transforming to a digital supply chain have slowed many firms in their implementation. The key to unlocking this value and advantage is a new, robust, and digitally aware supply chain leadership mindset. It will provide readers with a practical Digital Supply Chain Leadership Road Map that will accelerate actions in technology, analytics, talent and business models. The road map to digital transformation will step the reader through these critical dimensions and illustrate how they can support their own organizational transformation by developing greater levels of maturity. This book will be most valued by supply chain leaders in medium to large scale organizations, as well as consultants and academics interested in digital business and supply chain transformation. The book will also be valuable for students studying digital transformation, supply chain, and operations.

All management starts with self-management – handle fear and become an authentic leader. Often, the problem with management is not theoretical, but practical. Managers know enough about leadership, but a lot of them do not act accordingly. They know what should be done in a given situation but fear the discomfort and uncertainty that comes with it. The fear keeps many managers from stepping up to their responsibility. Therefore, the fear in leadership is playing a decisive role in the life and effectiveness of organizations. Based on research on the theoretical knowledge and the practical behavior of managers, combined with a long-time experience as consultants, the authors argue for the importance of practical judgment and emotional courage in management. This is essential in acting as an authentic leader, who does not feel paralyzed and trapped in paradoxes. Management books typically address the question of'what is good management,'whereas this book is concerned with how to practice good management by exercising fearless leadership and emotional courage. It is a practical book that aims at inspiring the reader to act by providing specific tools and methods and will be of value to researchers, academics, practitioners, and students in the fields of leadership, strategic management, organizational studies and behavior, management development, and industrial and organizational psychology.

This book presents a new framework for leadership in the construction industry which draws from the authentic leadership construct. The framework has three major themes: self-leadership, self-transcendent leadership, and sustainable leadership.Despite its significance, leadership has not been given due importance in the construction industry as focus is placed on managerial functionalism. At the project level, even with the technological advances in the industry in recent years, construction is realized in the form of people undertaking distinct interdependent activities which require effective leadership. The industry faces many challenges including: demanding client requirements and project parameters; more stringent regulations, codes and systems; intense competition in the industry; and threats from disruptive enterprise. In such a complex environment, technology-driven and tool-based project and corporate management is insufficient. It must be complemented by a strategic, genuine, stakeholder-focused and ethical leadership.Leadership in the Construction Industry is based on a study on authentic leadership and its development in Singapore. Leadership theories and concepts are reviewed; the importance of leadership in the construction industry is discussed; and the grounded theory approach which was applied in the study is explained. Many eminent construction professionals in Singapore were interviewed in the field study. Emerging from the experiences of the leaders documented in this book are three major themes: (1) self-leadership: how leaders engage in various self-related processes such as self-awareness, self-regulation, and role modeling. (2) self-transcendent leadership: how leaders go beyond leading themselves to leading others through servant leadership, shared leadership, spiritual leadership, and socially-responsible leadership; and, finally, (3) sustainable leadership or the strategies leaders employ to make the impact of their leadership lasting. A synthesis of these themes and their implications for leadership development is presented before the book concludes with some recommendations for current and aspiring leaders about how they can engage with them. This book is essential reading for all construction practitioners from all backgrounds; and researchers on leadership and management in construction.

Since 2000, more than half of the Fortune 500 companies have either gone bankrupt, been acquired, or are experiencing stagnation or decline as a result of extreme digital and social disruption. In recognition of this dilemma, Corporate Strategy (Remastered) was developed and designed to assist even the most experienced strategy practitioner tackle disruption and all aspects of change head on. This is the first book in the series; it provides a prescriptive solution to the way all approaches to strategy should be practiced. It embodies a context we refer to as Third Wave Strategy and its construct, a fully integrated Strategic Management Framework. The second volume is a fieldbook; it describes the methods and means to ensure successful implementation.An illustration of Third Wave Strategy in practice is reflected in a description of strategy deployed by the highly successful Amazon corporation. Many of the components of strategy that are included in the framework will already be familiar to the reader, while others are very new. Each of the individual components discussed are supported by examples drawn from real-life case studies. The overall value of the book is its representation of a fresh, holistic, dynamic and systemic approach to strategy in a format that, frankly, hasn't existed before.In this book, readers are also introduced to many of the soft/human elements of strategy – the primary components that make it work. Examples of topics addressed include open strategy; communities of strategy practice; reframing; sponsive strategic thinking; systemic, cognitive strategy practice; organisational learning; and strategic business intelligence.

Organizational change literature often focuses on the leaders role in giving sense to others of the need for change and there is a plethora of models and recipes on how to influence employees thinking about change, organizational design and performance. Notwithstanding this ready supply of advice, research has shown that up to 90% of change programs fail to deliver their expected outcomes. One of the reasons for this which has been neglected in the literature is that successful change in thinking starts with how leaders first make sense of the need for change and the challenges this poses to their own thinking. This book surfaces the elements behind leader sensemaking that add to or detract from their ability to critically question their current thinking. Leaders and interventionists have lacked practical and pragmatic advice on how to influence the process. This book is the culmination of 10 years of research spent working with leaders in organizations as they interpreted the need for change and made choices about engaging, or not, with transformational change methodologies. It reveals nine elements of sensemaking displayed by organizational leaders as they grapple with challenges to their current orthodoxies about how to lead and organize in times of change.The book shows the latest state of knowledge on the topic and will be of interest to researchers, academics, practitioners, and students in the fields of leadership, change, and organisational development.

Why is it that leaders – in social, political, and (most importantly) organisational contexts – are seemingly unable to address meaningfully the wicked problems and complex challenges that we currently face? There's enormous busyness around reconfiguring departments and adopting ‘transformational'operating models, but in general plus ca change, plus la meme chose. Eyewatering amounts of treasure and time are spent in corporate life on leadership development, with people working hard to try and demonstrate that something useful has happened as a result. An entire pseudo-science has emerged to try and prove its worth, in part to justify the economic dividend that goes to those who make it to the upper levels of positional power. The fetishisation of leadership, especially strong leadership, fills our news outlets holding up carefully distorted images of great men (leadership is still deeply gendered) from across the worlds of politics, business, and sports. This book explores the persistently disappeared and unacknowledged constraints that inhibit leaders in every context. It argues that these constraints – defined in this volume in terms of five organisational paradoxes and six management myths – are found at large in society and are especially impactful in organisational life.By calling attention to, and exploring in rigorous detail, these paradoxes and myths, this book helps leaders, and the leadership systems they are part of, to wriggle free of the tacit assumptions that lock them into a cul-de-sac of simplistic prescription and heroic individualism. Once these mind-forged manacles are removed, new forms of leadership practice become possible, ones that are fit for purpose in engaging with a world facing systemic crisis and existential risk. This book is essential reading for leaders and managers at all levels looking for solutions to traditionally simplistic leadership practice and who want to affect systemic change. It will be beneficial to all those in the world of leadership development including business schools and HR departments.

Competencies are a component of human capital and one of the most important assets of an enterprise. They play an important role in strengthening the position of the company in a competitive market. Investing in the development of competencies increases the organisation's ability to grow and compete through innovations. This book presents a multi-dimensional analysis of the relationship between managerial competencies and innovations. It analyses the role of a manager in a modern organisation, functions performed by managers, management styles and key challenges, including shaping behaviour in the process of managing change in an organisation, as well as an analysis of the structure of competencies, in particular managerial competencies, and the conditions of the process of forming managerial competencies.Management Theory, Innovation and Organisation: A Model of Managerial Competencies illustrates the organisational conditions of innovativeness, which is the relationship between strategy, structure, organisational culture and leadership and knowledge management and innovation management. The developed model can undoubtedly be considered the author's pioneering contribution to the studies of managerial competencies and innovativeness.The book will be valuable to researchers, students, and managers in the fields of leadership, organizational studies, innovation management, and human resource management.

Taking a novel approach to the subject of leadership, this book uses its dark side as a vehicle to highlight some important leadership lessons, helping all managers to reflect on their own performance.The Impostor Leaders clarifies what is meant by genuine leadership, focusing on the fact that leading and managing go hand in hand. Based on this ability to consistently combine the leadership and management roles, this book describes in detail and practical terms, using real-world examples, the range of good and bad leader-types seen in organizations today. The Leadership Wheel is also introduced as a conceptual framework to isolate eight types of leaders across four categories.Appealing to leaders and managers across industry sectors, this book's substantial analysis of bad leadership gives readers a tangible framework against which to consider their own capabilities.

Practitioners operate in a necessary reality. We work in a space where project performance is above theory or methodology. In the best environments, delivery and an affirmative culture are what matter most. In the worst, it is politics and survival. In any environment we are challenged to adopt best practices and adapt our style to the environment in which the project is occurring. This is a book about those best practices and practitioner experiences. It is a must have reference and guide book for project managers, general managers, business leaders and project management researchers.This book is the result of the hard work and dedication of more than 35 authors from more than 15 countries across four continents. It brings a diversity of experience, professional and personal. It includes practitioners, leading academics, renowned theorists and many who straddle those roles. The chapters cover experiences in software, large scale infrastructure projects, finance and health care, to name a few. The chapters themselves take many forms. Check out the table of contents to get a deeper sense of the topics included. All provide real-world guidance on delivering high performing projects and show you how to build, lead and manage high performing teams. The Practitioners Handbook of Project Performance is complete in itself. It can also be an enticing start to an ongoing dialogue with the authors and a pleasurable path to get deeper into the subject of project performance. Find your favorite place to begin learning from these chapters, to begin taking notes and taking away nuggets to use in your everyday. But don't stop there. Contact information and further resources for this diverse team of experts authors are found throughout. The Practitioners Handbook is a modern guide to the leading edge of project performance management and a path to the future of project delivery.

This book explores the identified research gap and new field of study of organizational reliability. It develops a definition and theoretical internal structure of the notion of organizational reliability as well as a theoretical background describing the structure of its three pillars, and it showcases a set of organizational solutions dedicated for the enhancement of organizational reliability.The book explores the idea that there are new capabilities needed in every organization: reliability capabilities aiming at enhancing and sustaining the reliability of entire organizations and reliability of management, information technology and human resources. The reliability capabilities are understood as the abilities to anticipate and explore potential and occurring hazards, prevent and resolve disruptions, and learn from the problems in order to maintain a proper organizational performance in both normal and abnormal situations. Based on these three pillars, the book concerns the issue of various organizational solutions in order to indicate a set of them, which supports obtaining and maintaining organizational reliability.The book is recommended reading for researchers, academics and students in the fields of management, and entrepreneurs trying to boost the reliability of their organizations.

As the pace of change increases and new business structures evolve, finding and harnessing people's talent is becoming ever more important. From Talent Management to Talent Liberation presents a thoughtful and practical approach to talent. It provides compelling evidence for the limitations of talent management practice and offers talent liberation as an alternative approach. Talent Liberation is positioned through five premises that draw on the agile movement to provide a fundamental reappraisal of the talent agenda. These premises are then applied through a range of strategic and tactical tools such as the Talent Compass. By combining academic research, thought leadership and practical experience, this book will stimulate fresh thinking. Readers will be inspired to take action, using the simple tools to liberate more of the talent in their organisation and their teams. Leaders, HR professionals and individuals will benefit from the relevant insights shared here.

Leadership and Wisdom: Narrating the Future Responsibly gives business students and practitioners the opportunity to re-read tales, poems, myths and fables that have been interpreted by leading management scholars in order to translate the world's folk wisdom into insightful and actionable lessons for a more responsible leadership practice. Most, if not all, cultures generate narratives that teach people how to make sense of the world and how to respond to challenges with wisdom. These sources provide a medium for character, as well as a guide for decision-making in ambiguous and uncertain circumstances. Management and organization scholars increasingly focus on what narrative wisdom traditions can teach us about leadership and organizational practices, and this book is designed to bring it to students and practitioners. Statler and Küpers have assembled a world-class team of contributors, who reflect on narratives near and dear to them, and draw out the lessons for leaders. With consistency throughout and end-of-chapter questions, this book enables all readers – including undergraduate and postgraduate students of leadership, management and organization studies, as well as interested researchers and practitioners – to reflect on the contents and implications of folk wisdom.

The second edition of Leadership offers a unique, highly-applied academic treatise on leadership, uniquely blending a chronological analysis of the last 100 years of leadership theory with exclusive CEO interviews. The case studies, expert insights and other teaching aids are timely and hard hitting, making this textbook relevant, insightful and informative, while a research chapter empowers the reader to competently question the leaders that shape our world. The world has turned on its political and corporate axis since the first edition of Leadership was published, and it became necessary to produce a second edition that fully encapsulated, respected and observed these changes. Numerous new case studies, discussion starters and examples subsequently reflect today's volatile technological, political, financial and social shifts, while exclusive interviews with successful CEOs powerfully blend theory with practice. Readers will learn the importance of navigating leadership in the most testing of times. A new chapter, ‘Researching leadership', offers the reader the opportunity to develop significantly as a leadership researcher and to ably question reality in a post-truth world. A self-leadership chapter equips the reader to develop their own leadership capabilities, while retaining the ability to avoid destructive leadership. Ultimately, readers will become empowered to appreciate the complex, intersectional nature of leadership and to learn what it takes to lead in today's politically, technologically and socially tumultuous world.This book will be particularly engaging for students and educators at secondary school, college, undergraduate and postgraduate level, and for leadership/management consultants. While the book's primary role remains as a core text for leadership, management and business modules, it will also be of interest to students on many other courses (e.g. psychology, politics, sociology). Packed with teaching resources which educators will find particularly useful, Leadership is the only textbook of its kind to offer such an applied view of this subject via the inclusion of 12 (mostly CEO) expert insights. The first edition was an'Amazon Hot New Release', so this second edition might also hold interest for a general readership.

The intent of this book -- the author's goal for you — is to understand the baseless underpinnings of almost all our fears. You read that correctly -- almost all our fears -- and therefore to discard them. The author has expertly coached leaders and managers in the discovery of, examination of, elimination of, and sustained freedom from fears.We all know people who are charming and articulate, but flounder on a stage addressing colleagues; musicians who master intricate scores but can't play the basics when asked to solo; athletes who'choke'; business people who are strong until it comes time to ask for the business; people who consistently feel like'imposters.'We are far better at dealing with external, tangible fears than our own imagined ones. We purchase insurance, watch the safety demonstrations, know how to use the Heimlich Maneuver. But those are responses to rare and often never-occurring emergencies. Our mythical and monstrous fears are daily dark clouds, masking our talents no less than depression or guilt.It's time to realize there is no monster under the bed, never has been, and never will be without having to check nightly and without needing a weapon on the night table. Picture yourself freed of restraints that you could never properly articulate and were loath to discuss, but which you carried on your shoulders constantly, a dead weight, nonetheless.Essentially, this book is for entrepreneurs, business owners, and those who seek a better position for themselves and their talents, but who procrastinate, delay, and hang back. It's about isolating and overcoming the internal fears that we generate every day like a geyser, triggered by time, events, or shifts in the environment. We are our own worst enemies and we ignore the practical remedies to escape fear because we use our energies instead on blaming everyone else.

Modern risk management as practiced today faces significant obstacles—we argue—primarily due to the fundamental premise of the concept itself. It asserts that we are mainly dealing with measurable, quantifiable risks and that we can manage the uncontrollable by relying on formal control-based systems, which has produced a general view that (enterprise) risk management is a technical-scientific discipline. Strategic Risk Leadership offers a critique of the status quo, and encourages leaders, executives, and chief risk officers to find fresh approaches that can help them deal more proactively with what the future may hold. The book provides an overview of the history of risk management and current risk governance approaches as prescribed by leading risk management standards, such as COSO and ISO31000. This enables practitioners to challenge the frameworks and improve their adoption in practice introducing sustainable resilience as a (more) meaningful response to uncertain and unknowable conditions. The book shows how traditional thinking downplays the significance of human behavior and judgmental biases as key elements of major organizational exposures illustrated and explained through numerous case examples and studies. This book is essential reading for strategic risk managers to understand the requirements for effective risk governance practices in the contemporary and rapidly changing global risk landscape. Indeed, it is a valuable resource for all risk executives, leaders, and chief risk officers, as well as advanced students of risk management.

The clash of cultures, coupled with rapid technological advances, seems to be pushing us in paradoxical directions. On the one hand, the world seems to be falling apart; while on the other, the world seems to be converging. Do we have thoughtful leaders to guide us through these uncertain times? As globalization breaks down barriers, global leaders are becoming more visible players on the world stage. From executives of multinational corporations (e.g., high-tech entrepreneurs in Silicon Valley) to social activists (e.g., Malala Yousafzai), individuals from many different cultural backgrounds and ages are reshaping the way we see global leadership. These global leaders have to contend with a variety of transnational contexts that call for different leadership styles. This book assesses four of these styles – transactional, participatory, transformational, and directive – with representative case studies for each. It provides practical skills that global leaders must master in order to be more effective at the transnational level – cultivating a global mindset; developing intercultural communication; leveraging diversity and inclusion; and managing intercultural conflict. Global Leadership is valuable reading for educators in undergraduate and graduate leadership programs; practitioners involved in global for-profit and nonprofit organizations; and leadership educators interested in exploring the impact of technology on global leadership. It provides an excellent balance between the study and practice of global leadership.

The evolution of leadership into a widely accepted concept occurred without any shared understanding and acceptance of its meaning and relevance in contemporary society. Why do some people become leaders? What is the source and legitimacy of leadership power? This book journeys into the heart of the relationship between leaders and followers, the social space and the arena where both contest and collaboration take place and leadership itself is played out.In the book, Morgen Witzel moves beyond traditional traits and skills framing, offering a fresh, historical analysis that involves many different actors with different motives and needs. By analysing the evolution of power relationships, the book analyses the interactions around how power is used and control is bargained for to illuminate the centrepiece of leadership.A wide-ranging history of a slippery subject, this book provides students, scholars and reflective practitioners with an empirical, historical base on which to test their own ideas and experiences.

Most leadership development activity in health and social care has been intra-organisational or confined to a particular sector. However, there is increasing recognition of the need to move beyond simple collaboration and partnership and work towards different models of care which involve addressing the whole health and social care system. This is particularly important when addressing complex and'wicked'problems in a time of resource scarcity. This book provides a much-needed guide for individuals, professionals, and organisations making the shift towards working in radically different ways in this current climate. It provides a rationale for systems leadership, describing the basic underlying principles behind it and their origins, and explores the various aspects of it, with particular emphasis on the development of systems leaders in health and social care. It also captures good practice, which is illustrated by a number of case studies, and suggests further reading on the topic. Combining theory with practice, this book will be essential reading for those studying on courses in public service, public policy, health and social care, as well as policymakers and professionals interested in honing best practice.

Many people are confused by mixed messages from their managers. About 85% of the pool of managers are malevolent, who do not care about the organisation and use the structure for their own needs of power and control. We know what a good manager looks like, but in complex social interactions within organisations this can be confused with the manipulations of the malevolent managers, from CEO to the lowest grade supervisor.The Respectful Manager: The Guide to Successful Management is about the application of the Executive Impression Management type of the Respectful Manager, derived from new ground-breaking research regarding fraudster managers. It explains clearly and precisely what a good manager looks like and behaves like with their co-workers. In this book, the foundations are laid to understand and recognise a Respectful Manager. This is critical for management training purposes and for managerial recruitment and promotion procedures. For those looking at increasing profitability, increasing competitive edge, and engaging their workforce in fulfilling work, the Respectful Manager is the key. This book is a must read for those who aspire to management roles, including senior management, as a guide to the very best practice in the field.

Inter-Dependent Teams: people working together to achieve a common goal. Extra-Dependent Teams: people learning together to develop a common practice. Extra-Dependent Teams: Realising the Power of Similarity reframes the conventional mental model of teams into two complementary mental models of Extra-Dependent and Inter-Dependent Teams. Both types of team operate inside organisations today, but convention doesn't realise their difference. Extra-Dependent Teams are present in organisations because of their similarity – they do similar work in similar ways, but don't actually work together. People who lead them often feel like they are herding cats. Convention cites them as dysfunctional.But cats don't herd. They are independent whilst all being the same. Realising this difference provides new ways of understanding and addressing the problems that convention can't overcome. The reader will be introduced to the distinctness of Extra-Dependent Teams, their dynamics, how they perform, how they develop and how to lead them. Inspired by research on communities of practice and social identity, the book delivers an original and pragmatic approach to teams, being packed with examples, case studies, practical guidance and words of warning for managers and others about how to transform their Extra-Dependent Teams from peripheral problems into engines of innovation and growth.

Leadership studies today resembles a bewildering diversity of theories, concepts, constructs and approaches, struggling in huge part for meaning, relevance and impact. As Dennis Tourish so eloquently puts it, much of the literature suffers from ‘unrelenting triviality'and ‘sterile preoccupations'. Seeking to create a clean break from this current state of leadership studies, After Leadership begins with the premise of a post-apocalyptic world where only fragments of ‘leadership science'now remain, echoing Alisdair McIntyre's imagining of such a scene as the basis for re-establishing the foundations and focus of moral theory. From these fragments, the authors seek to construct a new leadership studies that challenges much of the established thinking on leadership, exposes its limitations and biases, and, most importantly, seeks to construct the foundations of a more inclusive, participatory, bold, relational and social platform for leadership in the future.After Leadership thus imagines a brave new world where what leadership is and what we seek from it can be developed anew, rather than remaining bound up in the problematic traditions and preoccupations that characterise leadership studies today.Offering both full length chapter explorations that explore new ways of understanding and practicing leadership, as well as shorter essays that aim to provoke further reflection on leadership and what we seek of it, After Leadership offers a uniquely critical and creative collection that will inspire students, scholars and leadership educators to reconsider their understanding and practice of leadership.