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Praise for Driven to Lead "A powerful scientific framework, grounded in evolutionary biology, that helps us think about leadership successes and failures throughout history and how we might address humanity's need for better leadership going forward." —Nitin Nohria, Dean, Harvard Business School "Brilliant insights—straightforward, easy to comprehend, and extremely useful to anyone in business. I predict the four-drives model will replace Maslow's hierarchy of needs as the accepted way of describing human behavior." —David N. Burt, chairman emeritus, Supply Chain Management Institute, University of San Diego "Paul Lawrence is back! Driven to Lead is the most comprehensive general theory of leadership ever created. By digging deeply into Darwin, Lawrence offers a practical guide for authentic leaders to excel in today's challenging world." —Bill George, professor of management practice, Harvard Business School, and former chair and CEO, Medtronic "If Darwin had written a book about leadership in the twenty-first century, this would be it." —Ranjay Gulati, Jaime and Josefina Chua Tiampo Professor of Business Administration, Harvard Business School "It's the E = mc2 of human behavior." —Malcolm DeLeo, Vice President of Innovation, Daymon Worldwide "This book presents a rigorous and novel theory on how evolution and the human brain can produce effective and ineffective leadership. The writing is clear. It is accessible to practitioners as well as to researchers." —Chris Argyris, professor emeritus, Harvard Business School
Through an examination of people in the workplace, this book offers a look at the four factors that drive human beings and lead them to the choices that they make.
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.
Conceived by management consultant, futurist, speaker, and author Karl Albrecht, Social Intelligence goes beyond IQ and EI (Emotional Intelligence) to show how generosity, consideration, and other practical skills are key to success at work and in life.
Set aside trends to focus on the fundamentals of great leadership Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. The Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets, mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application. Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political science and more, the model detailed here provides real guidance for real leaders. Guide, motivate, and inspire your team's best performance as you learn to: Optimize group, team, and organizational structure Build a positive, collaborative dynamic across generations, teams, and sectors Understand power and conflict amidst the internal and external political landscape Shape your organization's culture and build a cohesive sense of spirit Bolman and Deal's four-frame model has withstood the test of time because it offers an accessible, compact, and powerful set of ideas for navigating complexity and turbulence. In today's business climate, leadership trends come and go; today's flash in the pan is tomorrow's obsolete strategy, but a leadership framework built on a solid foundation will serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-to-date insight for anyone facing the challenges of contemporary leadership.
The key developments and advancements in organizational change over the last century are the result of the research, theories, and practices of seminal scholars in the field. While most books simply outline a theorist’s model, this handbook provides invaluable insight into the contexts and motivations behind their contributions. Organized alphabetically, this handbook presents inspiring and thought-provoking profiles of prominent organizational change thinkers, capturing the professional background of each and highlighting their key insights, contributions, and legacy within the field of organizational change. By bringing these scholars’ experiences to life, we can begin to understand the process of organizational change and analyze what remains to be done for organizations today. This book is the first of its kind—the go-to source for learning about the research and practice of organizational change from those who invented, built, and advanced the field. This comprehensive handbook will help researchers and students to develop their organizational change research agendas, and provide practitioners with concepts, theories, and models that can easily be applied to the workplace to lead change more effectively.
Praise and Reviews "Rarely does a management book encompass such well researched and tested new ideas coupled with sound advice for management." - Management Services "Very readable, coherent and articulate." - The Times Higher Education Supplement "This book is an excellent, pragmatic framework for organizational development." - Training Journal Despite the huge volume of research on organizational design, ranging from the work of management gurus and journalists to that of sociologists and behavioural scientists, most organizations remain profoundly unhealthy. In this fully updated second edition of his groundbreaking book, Brian Dive reveals that the unhealthy features of both large and small organizations all stem from the same source, namely the lack of true decision-making accountability (DMA), and he introduces a totally new approach to leadership development. Based on the author's experience at Unilever and Tesco, and more recently at Amersham, B&Q and Marks & Spencer, and covering research in over 50 countries, The Healthy Organization answers the recurring questions that dog an organization's development: How many people should there be in this organization? How many layers of hierarchy are necessary? What are the most effective professional development steps for employees? What career paths should individuals follow to reach fulfilment? By following the steps outlined in the book, Brian Dive reveals that healthy organizational management will lead to greater competitiveness, spark innovation and increase employee empowerment and commitment.

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