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Leading a Board: Chairs’ Practices Across Europe
by Stanislav Shekshnia Veronika ZagievaThis book represents the first cross-country study of the work of board chairs in Europe. It focuses on what board leaders actually do, rather than what they should do, and elaborates on a conceptual contingency framework for understanding chairs’ work in Europe. In this second edition, 18 experts from 14 European countries interviewed more than 300 chairs, CEOs, directors and shareholders to detect and compare specific practices and instruments that chairs use to deal with various challenges. Researchers also assessed the impact of the COVID-19 pandemic on the work of chairs and the boards they lead. The book benefits incumbent and future chairs, directors, shareholders, CEOs, executives and regulators in developing a systemic understanding of the work of a chair in the European business context and gaining insights into how the leader of the board deals with specific challenges.
Leading a Business School
by Julie Davies Howard Thomas Eric Cornuel Rolf D. CremerBusiness schools are critical players in higher education, educating current and future leaders to make a difference in the world. Yet we know surprisingly little about the leaders of business schools. Leading a Business School demystifies this complex and dynamic role, offering international insights into deans’ dilemmas in different contexts and situations. It highlights the importance of deans creating challenging and supportive learning cultures to enhance business and management education, organizations and society more broadly. Written by renowned experts on the role of the dean, Julie Davies, Howard Thomas, Eric Cornuel and Rolf D. Cremer, the book traces the historical evolution of the business school deanship, the current challenges and future sources of disruption. The leadership characteristics and styles of business school deans are presented based on an examination of different dimensions of their roles. These include issues of strategic positioning, such as financial viability, prestige, size, mission, age, location and programme portfolios, as well as the influences of rankings, sector accreditations, governance structures, networks and national policies on strategy implementation. Drawing on international case studies and deans’ development programmes globally, the authors explore constraints on deans’ autonomy, university and external relations, and how business school deans add value over the period of their tenures. This candid and well-researched book is essential reading for aspiring business school leaders, those hiring and working with deans, and other higher education leaders. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license. Funded by EFMD Global.
Leading a Learning Revolution
by Anderson Frank J. Hardy Christopher R. Jeffrey LeesonLeading a Learning Revolution tells the compelling story of a learning revolution that took place within the U. S. Department of Defense. Written by practitioners who actually walked the walk, this account of the creation of Defense Acquisition University (DAU) provides a clear blueprint that others can follow. It shares, in detail, the best practices they developed, so that the thousands of training organizations worldwide striving to create premier corporate universities can catapult forward. Offering an insiderÕs look at the process, the authors clearly explain how they transformed an outdated training provider into a world-class university. Step-by-step the book outlines the enduring principles that were pivotal to Defense Acquisition UniversityÕs success and describes the environment, early victories, current methods, and subsequent results. The authors discuss how to establish a mission and vision, develop a performance-based strategic planning process, and tackle change initiative. They also explain the development and implementation of web-enabled learning architecture and reveal how to effectively measure and evaluate performance. In addition, the authors present strategies for assuring continual improvement and organizational growth. With this book, any organization can tap into DAUÕs best practices and winning strategies for improving corporate learning.
Leading a Surgical Revolution: The AO Foundation – Social Entrepreneurs in the Treatment of Bone Trauma
by Jean-Pierre JeannetThis book describes the 60-year history of the AO Foundation and its impact on the treatment of bone trauma. Originally founded by a group of Swiss surgeons, the AO has since established its osteosynthesis treatment approach to trauma, using surgery and implants, as the global standard. The AO successfully convinced the medical community that surgery of bone trauma was superior to the standard conservative treatment using plaster casts. This new technique meant that patients no longer had to spend long weeks at the hospital in traction, and prevented many disabilities. This book describes the struggle with the medical community, explains how the AO surgeons enlisted the support of an entire industry for their advanced tools and their research and teaching efforts, and details the AO’s evolution into a non-profit foundation that now trains more than 50,000 surgeons, on all continents, every year. The efforts of the AO’s affiliated surgeons, undertaken largely on a volunteer basis and with their own financial resources, serve as a stellar example of social entrepreneurship. Today the AO Foundation numbers over 20,000 surgeon members worldwide, and the industry that emerged to produce related implants and tools employs thousands of skilled staff. Professionals in consulting as well as in healthcare can use this book as a source of successful strategies, and as a blueprint for active social entrepreneurship.
Leading Across Boundaries: Creating Collaborative Agencies in a Networked World (Wiley Desktop Editions Ser.)
by Russell M. LindenPraise for Leading Across Boundaries "Leading Across Boundaries is a terrific resource for nonprofit leaders. It is filled with great stories of collaboration, and also with the how-to's to make them work!" –Arlene Kaukus, former president, United Way of Buffalo and Erie County, and a nonprofit consultant "Linden illustrates the importance of collaboration, but drives further into issues of networks to teach us valuable lessons about core interests, trust, leadership, and success. This book is a very valuable and timely resource for practitioners who seek to produce more value from effective collaboration." –Stephen Goldsmith, Daniel Paul Professor of Government, Kennedy School of Government, Harvard University, and author, The Power of Social Innovation "Linden provides a fresh, practitioner-oriented perspective on the topic of collaboration–especially for those in the public and nonprofit sectors wanting to benefit from Web 2.0 and social-networking technologies. It's a gem of a book and a terrific road map for leading change." –Warren Master, president and editor-in-chief, The Public Manager "Linden uses fabulous examples to illustrate the essential ideas for collaboration and for effective leadership. His discussions of political acumen and the interpersonal side of collaboration are especially enlightening. I've been a manager for a long time, and wish I'd read this book earlier in my career!" –Ellen Switkes, assistant vice president emeritus, academic advancement, office of the president, University of California "Trust, transparency, and relationships are keys to successful collaboration. Linden takes these concepts and more and constructs a masterful lesson plan for us to follow." –Tim Longo, police chief, Charlottesville, Virginia "...an invaluable contribution to anyone charged with shaping organizations, big and small."–Don Kettl, author, The Next Government of the United States Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.
Leading Across New Borders: How to Succeed as the Center Shifts
by Ernest Gundling Christie Caldwell Karen CvitkovichAn insightful, real-world look at the skills today's global leadership demands Leading Across Borders is the leadership guide for the new business environment. The world's economic center of gravity is shifting at a rapid pace – huge emerging economies have already emerged. As businesses operate in an increasingly global context, the most successful leaders are able to see through the eyes of others and to hear the voices of customers and colleagues from around the world. They build their own personal networks, navigate differences, and work effectively across new borders – both the physical borders between countries and the limits of old leadership paradigms. This book features direct input from people in critical roles around the world, advice based on deep practical experience, and new data that identifies the distinctive challenges of leading in an environment becoming more thoroughly interdependent every day. There is valuable advice for anyone taking on a global leadership role. You'll find strategies and tools for working across cultures, leading inclusively, running a matrix team, innovating, integrating an acquisition, and making tough ethical choices. Each chapter challenges established leadership models and shares hard-won expertise in dealing effectively with a changing reality that includes both fast-growth and slow-growth markets. You will learn how to serve more numerous stakeholders and to achieve your goals in a complex organizational structure without having direct lines of authority. This insightful guide helps you work more effectively at the self, team, and organizational levels, so you can get things done and grow your business. The increasing importance of China, India, Brazil, Indonesia, Turkey, and other developing economies has opened the world of business leadership far beyond our own borders. This book gives you a framework for coordinating it all, and being the leader your organization needs. Operate insightfully at the personal level in order to better lead others Shape, motivate, and drive your global team to exceptional performance Navigate differences in culture, language, economics, and more Exercise your vision, influence, and expertise to lead your organization forward The trend toward global leadership has emerged full-blown amidst the rising global economy. Today's leadership must understand how to work effectively and efficiently across a variety of contexts. Leading Across Borders provides a roadmap to the new leadership paradigm, helping you expand your own skillset and create forward momentum.
Leading an African Renaissance
by Kathleen Patterson Bruce WinstonThis book looks at the challenges and possibilities facing leadership in Africa today by providing a rich history of the continent, the complexities the continent has experienced, and the great hope and encouragement that remains. It explores what African leadership is and the possible effects it has on leaders, followers, and organizations across the continent. While some maintain that leadership of and within Africa presents too many challenges, this book argues that Africa is ripe with potential and on the verge of an African Renaissance. This book looks beyond socioeconomic factors to explore different perspectives of leadership such as holistic, transformational, and servant leadership, as well as values and ethics. Taking a philosophical and pragmatic approach, this edited collection provides insight from African-born leadership scholars to deliver a first-hand account of the challenges the continent faces. Their unique experiences and immersion in the African world pave the way for a revival of leadership through a lens of history, tradition, economics, societal, and leadership perspectives.
Leading an IT-Savvy Firm: The Critical Role of Senior Management in Making IT a Strategic Asset
by Peter Weill Jeanne W. RossBeing IT savvy places your company in a position to take advantage of future business opportunities. To maintain the upper hand, all senior managers must make it a constant priority to ensure their digitized platform is being exploited successfully. But how IT savvy is your firm? In this chapter, Weil and Ross first ask you to assess your firm's IT savvy. They then summarize key IT leadership roles within the organization and provide information on how to work with vendors that specialize in IT services and business processes and can help you become more IT savvy. This chapter was originally published as chapter 7 of "IT Savvy: What Top Executives Must Know to Go from Pain to Gain."
Leading Anadarko
by Nitin Nohria Krishna G. Palepu David LaneDescribes the challenges facing Jim Hackett, the newly appointed CEO of Anadarko Petroleum, an independent oil and gas exploration company. In addition to strategic and organizational issues, Hackett must address concerns about proper disclosure of the company's oil and gas reserves.
Leading and Implementing Business Change Management: Making Change Stick in the Contemporary Organization
by David J. Jones Ronald J. RecardoBeing change capable is the "new normal" for today’s growth-minded organizations. The "do more with less" strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era. Business change challenges including customer and market shifts, legal and regulatory requirements, strategic redirection, acquisitions, strategic partnerships, and cultural transformation are demanding that organizations effectively and efficiently manage change across multiple dimensions. To reach this level of change capability, organizations must adopt an integrated, balanced and customized approach to change management. Change management is addressed from the unique perspective of both its foundational concepts as well as practical application. Using an integrated, scalable and flexible framework, this book provides tools which can be readily customized and applied to initiatives across or within stages of the business change management lifecycle, from assessing the need for change, through planning the change initiative, designing a balanced change solution which integrates the people, process, and project management elements, through deploying and institutionalizing the change. Common risks associated with failed or stalled change initiatives are presented with best practices and key topics associated with change management are explored and illustrated through real-life case studies. Aimed at both the professionals within organizations and post graduate students and researchers within business strategy, organizational behaviour and change management disciplines, this book will provide a conceptual understanding of change management and a roadmap with a supporting toolbox for leading and implementing change that sticks.
Leading and Managing Change
by Ryan L. RaffaelliManaging change is consistently ranked as one of the most critical and difficult tasks that leaders face. This note outlines the key choices that leaders must make when engineering change. It is organized into four sections, offering guidance on how to: 1) diagnose the need for change; 2) determine what sort of change is called for (e.g., radical or incremental); 3) develop a delivery strategy that fosters stakeholder buy-in; and, 4) evaluate impact. In addition to providing diagnostic frameworks for managing change, it offers a conceptual overview of both foundational and contemporary change management theory. Managers, instructors, and students of change management should find this note especially useful for discussing the core tenants of designing and implementing a change initiative.
Leading and Managing Change
by Ryan L. RaffaelliManaging change is consistently ranked as one of the most critical and difficult tasks that leaders face. This note outlines the key choices that leaders must make when engineering change. It is organized into four sections, offering guidance on how to: 1) diagnose the need for change; 2) determine what sort of change is called for (e.g., radical or incremental); 3) develop a delivery strategy that fosters stakeholder buy-in; and, 4) evaluate impact. In addition to providing diagnostic frameworks for managing change, it offers a conceptual overview of both foundational and contemporary change management theory. Managers, instructors, and students of change management should find this note especially useful for discussing the core tenants of designing and implementing a change initiative.
Leading and Managing Change (Abridged)
by Ryan RaffaelliManaging change is consistently ranked as one of the most critical and difficult tasks that leaders face. This note outlines the key choices that leaders must make when engineering change. It is organized into four sections, offering guidance on how to: 1) diagnose the need for change; 2) determine what sort of change is called for (e.g., radical or incremental); 3) develop a delivery strategy that fosters stakeholder buy-in; and, 4) evaluate impact. Managers, instructors, and students of change management should find this note especially useful for discussing the core tenants of designing and implementing a change initiative. This is an abridged version of the "Leading and Managing Change" note.
Leading and Managing Change (Abridged)
by Ryan RaffaelliManaging change is consistently ranked as one of the most critical and difficult tasks that leaders face. This note outlines the key choices that leaders must make when engineering change. It is organized into four sections, offering guidance on how to: 1) diagnose the need for change; 2) determine what sort of change is called for (e.g., radical or incremental); 3) develop a delivery strategy that fosters stakeholder buy-in; and, 4) evaluate impact. Managers, instructors, and students of change management should find this note especially useful for discussing the core tenants of designing and implementing a change initiative. This is an abridged version of the "Leading and Managing Change" note.
Leading and Managing HEROes: How to Encourage Employee-Driven Innovation Based on Social Technologies
by Ted Schadler Josh BernoffThe business of leading and managing HERO employees-Highly Empowered and Resourceful Operatives-is tricky. Innovators create disruption. Their ideas can threaten others, and a lot of those ideas will fail. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler outline three things a HERO-powered business must do in order to thrive: 1) Encourage innovation through leadership, as part of a strategy that everyone understands; 2) Allow HEROes to test their innovations rapidly, kill off what's not working, and scale up the rest; and 3) Encourage HEROes to collaborate across organizational boundaries, because the best ideas almost always cross those boundaries. Managers who succeed in HERO-powered businesses learn to tolerate a lot of trials and half-baked strategies while coaching their people to keep them in step with corporate goals. Using examples from Intuit and Dell, this chapter shows you what to do when your HEROes go into high gear-and how you can turn their innovations into scalable, companywide, collaborative activities. This chapter was originally published as Chapter 9 of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business
Leading and Managing in the Digital Era: Shaping the Future of Work and Business Education (Lecture Notes in Information Systems and Organisation #69)
by Gregory Prastacos Nancy PouloudiRapidly emerging digital technologies such as artificial intelligence, robotics, the Internet of Things, blockchain, and virtual and augmented reality are driving profound changes in the workplace and society. These technologies are radically transforming areas of cognitive and physical work while opening up new opportunities for complex decision-making and increased efficiency. As a result, a new set of skills and a new style of leadership is required, where digital savviness is essential, together with an increased focus on collaboration, transparency, entrepreneurship, diversity, and inclusion. This book, organized in six parts, presents key developments of the digital age in leadership, management, the future of work, and business education. Part I, Governance in the Digital Era, sets the scene by reviewing the challenges that the digital era presents for policy makers at national and global levels. This research is complemented by research at the organizational level in Part II, Strategy and Entrepreneurship in the Digital Era, that discusses strategic issues that organizations of different sizes and levels of digital maturity face. Part III, Innovation and digital transformation, presents examples from different sectors, where AI and other innovative technologies are integrated in business. Part IV, The Future of Work, focuses on the changing conditions of workspaces and their implications for human resource management and the future of work. Part V, Leadership and Skills for the Digital Era, explores the impact of this changing business and societal landscape and studies the leadership style and skills needed in these conditions. Finally, Part VI, The Future of Business Education, studies how such skills and leadership may be cultivated in business education and draws lessons for the future. The book is based on a selection of the best papers on this topic presented at the international conference LMDE held in Athens, Greece, in June 2023.
Leading and Managing in the Social Sector
by S. Aqeel Tirmizi John D. VogelsangThis book explores leadership and management in social sector organizations, which include, NGOs, non-profits, social enterprises, social businesses, and cross-sector collaborations focusing on advancing human dignity and social justice. It provides social sector leaders with an overview of current trends, issues, and challenges in the field as well as best practices to foster effective programs, sustain organizations and meet the growing demands of the sector. The enclosed chapters cover topics such as cross-sector organizational design, innovation for client services, gender management dynamics, policy advocacy, and the growing social entrepreneurship movement. The social sector is currently in a vibrant, dynamic, and exciting stage. The sector's role and relevance to advancing human dignity and social justice is greater than ever. The number and types of social sector organizations have increased exponentially around the world and are offering extraordinary and much needed contributions toward an array of social issues. The traditional NGOs and non-profit organizations continue to be an integral part of the global civil society. At the same time, the emerging organizational forms under the social entrepreneurship umbrella are providing new momentum and excitement within and outside of the social sector. The interest in social entrepreneurship is encouraging existing social sector entities to actively embrace and encourage innovation. This interest is also inspiring a new breed of professionals and organizations to contribute to the social sector. This trend falls under the larger social sector dynamic promoting the creation of "hybrid" and emergent organizational forms, which cross and combine the traditional non-profit and for-profit domains. Despite the increased interest, the social sector still faces challenges around the world. CIVICUS - an international group promoting civil society organizations and groups-- recently reported a rise in the restrictions on civil society activities in a number of countries through worsening policy and legal environments. Funding challenges for the social sector are thus becoming more significant. At the same time, the calls for social sector accountability and emphasis on results and impact are growing. This book aims to offer approaches and tools which allow for the bridging of demands between creativity and accountability, between inspiration and results, and between gaining individual commitment and shared ownership of agendas and achievements, all of which are needed to effectively operate in the changing social sector.
Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition (Best Practices in Portfolio, Program, and Project Management #22)
by Russell D. Archibald Shane ArchibaldThe primary cause of many project failures is that responsible executives, because of their lack of knowledge in project management, fail to demand that their managers and staff properly utilize the well-proven best practices, processes, systems, and tools that are now available in this field. This book remedies this situation by providing executives at all levels with the understanding and knowledge needed to best take advantage of the power of effective project management and thereby lead and manage innovations within their enterprise. In Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition, the authors present concise descriptions of The key concepts underlying project and program management The important characteristics of projects and programs How projects and programs are best governed and managed How to determine if the desired benefits have actually been achieved The book presents a list of 31 reasonable demands that executives can and must place on their staff members to ensure excellence in the way their programs and projects are created, selected for funding, planned, and executed. Placing these demands communicates to the entire enterprise that top management understands what it takes to achieve the best performance possible and fully supports the continuous improvement needed to ensure continued success. Leading and Managing Innovation explains how to measure the project management maturity level of an enterprise, benchmark against competitors, and identify where project management improvements are required. It discusses the many ways that an enterprise can derive substantial success and competitive advantage from increasing its project management maturity level. A helpful quick reference summary of all of the book’s key information is included in the final chapter. Armed with this information, you will be well-qualified to give excellent direction to your managers and staff to ensure that your vital capability in the field of project management—and how you manage innovation—is equal to or better than that of your competitors.
Leading and Managing People in the Dynamic Organization (Organization and Management Series)
by Randal D. DayThe current business environment requires that individuals, teams, and organizations are equipped to cope with an unpredictable marketplace and increasing competition. Organizations are forced to be kinetic, organic, and without boundaries if they are to remain successful. Given these environmental and marketplace demands, scholars must rethink the applicability of existing organizational theories and frameworks. In March 2001, a conference was held with the aim of developing and articulating this new model of organizations. Scholars contributed their expertise in areas, such as leadership, human resource management, negotiation and conflict, teams, entrepreneurship, organizational change, power and influence, and diversity. The contributors focused on their own area of expertise and considered how existing theories must be altered to fit a more agile, organizational form. Theoretical and empirical questions were raised, testable hypotheses were developed, and emerging themes were uncovered. The end result of the conference is this volume. It brings together the reflections of a diverse collection of organizational theorists and researchers on the implications of this new business model within their own areas of expertise. The book's goal is to inspire organizational scholars to develop a new theory and produce sound managerial advice for how to build and maintain a successful organization in a dynamic workplace. The chapters include a review of research literature with the highlights and citations that everybody working in a field must know, followed by how the research agenda is affected by the increasingly dynamic marketplace.
Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office (Best Practices in Portfolio, Program, and Project Management)
by Vimal Kumar KhannaThis book provides techniques for offshore center managers and head office managers to motivate and manage globally distributed teams, which are spread across the offshore center and the head office, and thereby achieve higher productivity. Readers learn how to integrate the offshore center with the head office to make the offshore team an extension of the head office. While integrating teams with the head office, offshore center managers can still retain independence and authority to meet team aspirations. <P><P>The book provides insight into devising new organizational structures to balance the authority and responsibilities of offshore center and head office managers. Head office managers responsible for managing globally distributed projects learn how to achieve a higher success rate on their projects and be better rewarded for their efforts in offshoring. Head office managers also learn techniques to make more significant contributions in their expatriate assignments to the offshore center. <P><P>This book guides both the offshore center managers and the head office managers to fully realize the potential of the offshore center, which can result in higher revenues and profitability.
Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office (Best Practices in Portfolio, Program, and Project Management)
by Vimal Kumar KhannaThis book provides techniques for offshore center managers and head office managers to motivate and manage globally distributed teams, which are spread across the offshore center and the head office, and thereby achieve higher productivity. Readers learn how to integrate the offshore center with the head office to make the offshore team an extension of the head office. While integrating teams with the head office, offshore center managers can still retain independence and authority to meet team aspirations. The book provides insight into devising new organizational structures to balance the authority and responsibilities of offshore center and head office managers. Head office managers responsible for managing globally distributed projects learn how to achieve a higher success rate on their projects and be better rewarded for their efforts in offshoring. Head office managers also learn techniques to make more significant contributions in their expatriate assignments to the offshore center. This book guides both the offshore center managers and the head office managers to fully realize the potential of the offshore center, which can result in higher revenues and profitability.
Leading and Transforming Organizations: Navigating the Future
by Kumaran RajaramBusinesses must stay agile and be responsive to the complexities and disruptions brought about by digital transformation. The recent pandemic has also accelerated business digitization. Packed with insights and strategies, this book breaks down the roadmap to organizational success into core areas. It explains how companies can adapt, prepare, and optimize their business performance through strategic positioning, business sustainability, and crisis management. Rajaram describes strategic positioning as a mix of strategies for organizations to gain competitive advantage and ensure long-term success. He also talks about business sustainability and explores how organizations need to re-innovate their approaches to tap into opportunities created by the rapid changing customer needs and evolving environmental interventions. The book also illustrates how companies can navigate out of a crisis successfully. This book will be an excellent, essential guide for leaders, practitioners, and anyone who is formulating effective organizational strategies.
Leading Apple With Steve Jobs
by Jay ElliotA former Senior VP of Apple shares how Steve Jobs motivated people to do the best work of their livesJay Elliot was hired personally by Steve Jobs, just in time to accompany him on the last of his historic visits to Xerox's Palo Alto Research Center, the visits that changed the course of computing. As Senior VP of Apple, Jay served as Steve's right-hand man and trouble-shooter, overseeing all corporate operations and business planning, as well as software development and HR. In Leading Apple with Steve Jobs, Jay details how Steve managed and motivated his people--and what every manager can learn from Jobs about motivating people to do the best work of their lives.Steve Jobs used the phrase "Pirates! Not the Navy" as a rallying cry--a metaphor to "Think Different." In the days of developing the Macintosh, it became a four-word mission statement. It expresses the heart of Apple and Steve. The management principles that grew out of that statement form the backbone of this book. Explains how to find talented people who will understand your objectives and be able to make a contribution to that effort Lists traits that can determine whether a person will be so committed to the vision that they will provide their own motivationExplains how to ensure that your employees hold an allegiance to the captain and to his/her shipmates, and also possess the ability to come up with original, unique ways to approach a problem, and be self-guided with a strong sense of directionLeading Apple with Steve Jobs will shift your thought paradigm and inspire you to assemble and lead innovative teams.
Leading at a Distance: Practical Lessons for Virtual Success
by James M. Citrin Darleen DeRosaA timely and hands-on resource informed by lessons learned from Fortune 500 CEOs and executives Leading at a Distance provides executives with the necessary skills to successfully lead in the new virtual workplace, backed by the research and expertise of global leadership firm Spencer Stuart. Although working remotely is not new, the global pandemic has placed virtual work at the center of everyday life. And it has thrust workforce strategies to the core of business operations globally. As the shift towards large-scale virtual work continues to grow and become a permanent fixture—by some estimates, 30% of the workforce will be working virtually – leaders must understand how to build virtual work environments that foster connected, engaged, and high-performing teams. Although some forward-thinking companies and not-for-profit organizations have made significant investments in technology and virtual collaboration, many others have simply joined the “Zoom culture” without fully appreciating what it takes to operate effectively at a distance on a sustained basis. Leading at a Distance is a timely, research-based, and highly practical guide for developing and implementing strategies for conducting high-impact virtual work, building trust, and enhancing team unity. Designed to help leaders shape organizational culture remotely, this must-have resource demonstrates how to conduct virtual onboarding for senior leaders, build top teams from a distance, manage accountability in the new virtual environment, and much more. A hands-on toolkit filled with compelling examples, expert insights, and invaluable advice, this book: Provides clear guidance on establishing effective leadership in the virtual workplace Offers practical approaches for establishing strong relationships, increasing employee engagement, and coaching from a distance Addresses ways to keep geographically dispersed team members aligned and accountable Illustrates creative ideas for boosting team morale Features an overview of the unique challenges facing leaders in the virtual workplace Discusses often-overlooked topics such as virtual hiring and onboarding Leveraging the authors' in-depth research and consulting experience, Leading at a Distance is required reading for anyone needing to adapt to a virtual way of working and develop their virtual leadership skills to maximize organizational effectiveness and performance.
Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition
by Dennis N.T. Perkins Margaret P. Holtman Paul R. Kessler Catherine McCarthyDrawing on the amazing story of Shackleton and his polar exploration team&’s survival against all odds, author Dennis N. T. Perkins demonstrates the importance of a strong leader in times of adversity, uncertainty, and change.Part adventure tale and part leadership guide, Leading at the Edge uncovers what the legendary Antarctic adventure of Sir Ernest Shackleton, his ship Endurance, and his team of twenty-seven polar explorers can teach us about bringing order to chaos through true leadership.Among other skills, you&’ll learn how to:instill optimism while staying grounded in reality,step up to risks worth taking,consistently reinforce your team message,set a personal example,find things to celebrate,laugh small things off,and--even in the face of extreme temperatures, hazardous ice, scarce food, and complete isolation--never give up.This second edition of Leading at the Edge features additional lessons, new case studies of the strategies in action, tools to uncover and resolve conflicts, and expanded resources.An updated epilogue compares the leadership styles of the famous polar explorers Shackleton, Amundsen, and Scott, which transcend the one-hundred-plus years since their historic race to the South Pole to help today&’s leaders learn valuable lessons about the meaning of true success.