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In this stimulating collection of stories, ten academic leaders reflect from personal experience on leadership in place—an emergent mode of leadership that brings people together in order to effect organizational change. Originating from diverse sectors of the academy, each of the book's contributors brings a fresh and deeply human perspective on academic leadership theories and their effective applications. Leadership in Place calls for a shift in attitude about leaders and leadership. It departs from the hierarchical view that academic leadership flows from a leadership position, and instead embraces a more lateral view where leadership roles are available to everyone. It calls for a rethinking of how our colleges and universities are led and organized by discussing the following: Importance of strong academic communities in preserving the integrity of academic programs Empowerment of part-time faculty by combining adaptive and transformative learning models Opportunities for, benefits of, and challenges in collaborative leadership Problems that can emerge in times of leadership transitions and possible solutions Concept of leadership as an attribute of the many rather than the few Advocating for academics to reengage and recommit to their institutions, the book creates an agenda for what higher education must do to create conditions under which leadership in place is the norm rather than the exception.
This book represents a most robust look at the study of leadership while representing multiple disciplines in a quest to find agreement about leadership and theory. Russ Volckmann, International Leadership Review In this compelling book, top scholars from diverse fields describe the progress they have made in developing a general theory of leadership. Led by James MacGregor Burns, Pulitzer Prize winning author of the classic Leadership (1978), they tell the story of this intellectual venture and the conclusions and questions that arose from it. The early chapters describe how, in order to discuss an integrative theory, the group first wrestled with the nature of theory as well as basic aspects of the human condition that make leadership necessary and possible. They then tackle topics such as: the many faces of power woven into the leadership fabric; crucial elements of group dynamics and the leader follower relationship; ethical issues lying at the heart of leadership; constructivist perspectives on leadership, causality, and social change; and the historical and cultural contexts that influence and are influenced by leadership. The book concludes with a commentary by Joanne Ciulla and an Afterword by James MacGregor Burns. The contributors thorough coverage of leadership, as well as their approach to this unique undertaking, will be of great interest to leaders, students and scholars of leadership.
When Leadership Fails is a critical examination of the worst workplace experiences for the purpose of individual, group and organizational learning. Professionals from various industries unpack personal encounters associated with a range of toxic leadership behaviors, using theory, these examples are turned into critical lessons.
In The Science of Leadership, Julian Barling takes an evidenced-based approach, relying primarily on the knowledge generated from research on organizational leadership conducted around the world and personal reflections based on two decades of involvement in leadership research and leadership development with executives. While leadership has been studied within all the major social sciences, Barling mainly focuses on findings from psychological research. The first part of the book explains the nature of organizational leadership, responds to the question of whether leaders "matter," and explains how leadership works. A longstanding issue is whether leadership can be taught. Barling explores the debate over whether leadership is "born or made" as well as the effectiveness of leadership development interventions in organizations. He gives consideration to what can be learned from leadership in other contexts such as sports, the political arena, and schools, and devotes individual chapters to topics that include gender and leadership, destructive leadership, and followership.
McCool pulls reveals how senior management recruiters influence compensation, workplace diversity, organizational performance, culture, profits and the definition of leadership
You should worry about your legacy later in your career, at the edge of retirement—right? Not according to Robert Galford and Regina Maruca. In Your Leadership Legacy, these authors argue that thinking about your legacy now makes you a better leader today. Based on stories of top leaders who have shaped successful careers, the book explores the art of "legacy thinking," helping you to formulate a legacy that will exert a positive effect on your work immediately. The authors provide a disciplined approach to framing your legacy, as well as shaping it over time. They start with the idea that your legacy is defined by how others approach work and life as a result of having worked with you. They then demonstrate how to assess your current impact on those around you, strengthen that impact, and pass along the best of yourself in the process. While many leaders "find themselves" and hone their work accordingly only after a major life crisis, Your Leadership Legacy enables all leaders to craft their work and build their legacy unburdened by such crises, and to experience personal satisfaction and achievement throughout their working lives.
This book brings together a wide range of topics in leadership ethics and business ethics. It approaches these topics from the perspective of the humanities as well as the social sciences. About half of the book is on leadership and the other half on topics in business ethics. Besides these general areas of research, the book explores how to teach and study ethics in both business ethics and leadership studies. Specifically, it examines issues ranging from the nature of ethical leadership, to studies of authenticity, virtue, and the public and private morality of leaders. In business ethics, the subjects covered span from moral imagination, to casuistry, meaningful work, and workplace ethics. The book includes a section on the importance of liberal arts for studying and teaching ethics in business and professional schools. It concludes with a reflection on the ethical challenges of leaders and followers in a world where some leaders have inverted moral values.
A bestseller--more than 300,000 copies sold, translated into seventeen languages, and featured in the Los Angeles Times, Washington Post, Miami Herald, Harvard Business Review, Fast Company, and Fortune; Shows how discoveries in quantum physics, biology, and chaos theory enable us to deal successfully with change and uncertainty in our organizations and our lives; Includes a new chapter on how the new sciences can help us understand and cope with some of the major social challenges of our timesWe live in a time of chaos, rich in potential for new possibilities. A new world is being born. We need new ideas, new ways of seeing, and new relationships to help us now. New science--the new discoveries in biology, chaos theory, and quantum physics that are changing our understanding of how the world works--offers this guidance. It describes a world where chaos is natural, where order exists ''for free.'' It displays the intricate webs of cooperation that connect us. It assures us that life seeks order, but uses messes to get there.Leadership and the New Science is the bestselling, most acclaimed, and most influential guide to applying the new science to organizations and management. In it, Wheatley describes how the new science radically alters our understanding of the world, and how it can teach us to live and work well together in these chaotic times. It will teach you how to move with greater certainty and easier grace into the new forms of organizations and communities that are taking shape.
