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Humans stand on the brink of a technological revolution that will fundamentally change the way we live, work, and relate to one another. As digital transformation leaders, we have opportunities to shape that digital future to create both financial value and human value — balancing doing well and doing good. We must lead differently — but how? In this book, the authors introduce a new leadership model that surfaces the critical challenges digital transformation leaders encounter and the human-centered leadership capabilities that can be used to overcome them.Using case studies, business paradigms, and new capability models, this book explores the unique responsibilities of digital transformation leadership within five leadership levels:Digital transformation leaders wrestling with the human issues behind conceiving, developing, and implementing innovation and technology will find a wealth of practical advice, provocative questions, and new thinking about how we lead. How shall we create an equitable digital future for all humans?

In this innovative addition to the New Horizons in Leadership Studies series, Leah Tomkins explores Franz Kafka's expertise in the exercise of power, emphasising his own work as a leader. Through extensive primary research and original translation, she combines literary and philosophical critique with analysis of contemporary figures to craft a manifesto for leadership relations.The book begins by using six of Kafka's best-known stories to examine six prominent models of leadership, including authentic, relational and transformational leadership. Tomkins then discusses what these interpretations tell us about the tactics of good and bad leadership, particularly in relation to communication of the truth. This is relevant for leadership across the ages, but especially for a ‘post-truth'world where facts are often overpowered by fictions and fantasies.Providing a unique perspective on one of the most prominent writers in the modern canon, this book offers profound insights for scholars and students of leadership, language, discourse and literature. It will delight Kafka enthusiasts and prove enlightening reading for all those interested in the politics of leading and misleading in a digital age.

Written by a collaborative, diverse, and inclusive community of contributors and business experts, this book is about leading transformational change on an individual, team, organizational, and societal level. Most large-scale transformational change happens because of unanticipated, unaddressed, unplanned disruptions which raise questions about what it takes to lead, survive, and even thrive in periods of transformational change. This book answers these critical questions: What do leaders who drive and sustain successful transformational change actually do? Why do we so often fail to lead and sustain transformational change? All transformation is change, but is all change transformational? This first-of-its-kind book offers a variety of lenses and perspectives, in the form of interviews, essays, and survey responses, with insights from business leaders, HR leaders, coaches, consultants, academics, thought leaders, and other transformational change experts. The compilation of practical tools provides readers with a deep and diverse analysis of top-notch thinking and practices for leading transformational change. This work is fundamental to aspiring leaders, professionals, and academics who wish to learn the secret sauce for leading transformational change.

Dieses Buch erläutert anhand einer realen Transformation exemplarisch das Zusammenspiel von Theorie und Praxis. Veränderungen und Transformationen passieren nicht nur im Kopf, entstehen nicht nur durch Zahlen und Fakten, sondern auch oder vielleicht sogar nur im Bauch. Emotionen, Gefühle, Sehnsüchte und Ängste prägen eine Transformation. Das bedeutet, dass die Menschen, die hinter der Transformation stehen (sollen), nicht allein durch Zahlen, Daten und Fakten zu bewegen sind. Menschen müssen verstehen, fühlen, müssen eine Vision oder einen Leidensdruck haben. Allzu oft werden in Organisationen Transformationen ohne die Menschen durchgeführt. Mach Betroffene zu Beteiligten! Dieser Schlüsselsatz bildet die Essenz des Buches, das die Geschichte einer (echten) Transformation von Beginn an beschreibt. Das Buch beleuchtet nicht nur die goldenen Seiten, die Erfolgsstory einer Transformation, sondern auch die immer wieder auftretenden Hürden und Blockaden.

Wall Street Journal BestsellerFrom the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership.You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore.As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era.It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ('Is this a good plan?'), allow them to answer on a scale ('How confident are you about this plan?') • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making.In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

It's time to be part of the “Solution Revolution” and join the thousands of leaders and companies throughout the world who are becoming solution-oriented leaders. It's all based on the lessons in this step-by-step guide developed by author, keynote speaker, and international leadership expert Dr. Rick Goodman. You'll discover how to Transform Your Thinking, Optimize Your Assets, and Accelerate Your Connectivity to achieve world-class balance and results in your business and in your life. In this first-of-a-kind, comprehensive guide, author Dr. Rick Goodman leads you through the everyday challenges of the modern workplace while providing you with easy-to-implement solutions to achieve world-class results!The Solutions Oriented Leader shows you how to: Implement transformational leadership tools to help you achieve balance in business and your lifeUtilize communication systems that increase employee engagement and workflowDevelop a positive attitude that motivates your team and increases retentionHandle conflict and manage workplace burnout Now you can be in control of your destiny—giving yourself permission to be successful! You can become a leader who inspires others for a lifetime. You can harness your positive attitude and share it to propel your business to new heights. With the Solutions-Oriented mindset, you now have the business and life playbook promoting productivity, boosting employee engagement, and creating a happy work environment.

This book highlights the significance of perceptiveness that takes readers to formidable heights, showing relevance in most revered professions and in the corporate world. We have had various leadership attributes discussed globally, but the attribute of perceptiveness has been overlooked, particularly, in the context of transformational leadership. This book highlights the significance of perceptiveness that takes readers to formidable heights, showing relevance in most revered professions and in the corporate world. Individual personalities and their lives have been depicted to emphasize this experience. The style of managing the corporate has been most vulnerable to change, because of rapid growth in technology and changes in the physical and social environment. Leadership styles ought to be ready for quick adaptation; and perceptiveness is one attribute that will show the way. Relevance of the attribute has been exemplified in different functional domains. The success stories of some futuristic organizations have been cited in the concluding part.

Making your work work is a practical book, invaluable to individual managers who want to develop their approach to carrying out their own responsibilities. It also helps more senior managers who wish to lead their organisation toward a comprehensive transformation in culture and performance. It provides practical approaches to management and improvement that are based upon the four key foundations detailed in Dr W. Edwards Deming's ‘System of Profound Knowledge'. These foundations have underpinned performance revolutions across Asia, North America and Europe, in organisations as diverse as the motor and aerospace industries, IT, pharmaceuticals, banking and the health sector.

Steward leadership is a form of leadership that focuses on others, the community and society at large, rather than the self. Many senior leaders and executives across the globe appear to ‘naturally'move into a stewardship mindset at a ripe age or when their careers have matured, whereas executives of around 30 years old, on average, are typically focused on their personal self-interests. The authors of Steward Leadership: a maturational perspective, who teach MBA courses around the world, wondered how to develop stewards at younger ages and set about creating a framework for stewardship and its requisite behaviour

If thinking is inside the box, and critical thinking is outside the box, refractive thinking is beyond the box. The Refractive Thinker® series provides doctoral scholars with a collaborative opportunity to promote and publish their work in a peer reviewed publication, which meets the university standard. Our goal is to provide an affordable outlet for scholars that supports the tremendous need for dynamic dialogue and innovation while providing an additional clout and recognition for each contributing author. Unlike most academic books that merely define research, The Refractive Thinker offers unique application of research methodologies from the perspective of multiple authors – each offering a chapter based on their specific expertise. To learn more about the book contact, go to http://www.refractivethinker.com.