This book addresses the major problems of leadership in groups, organizations, and societies in the twenty-first century, when rapid change, complex dilemmas, and earth-shattering consequences affect the daily lives of people in the diverse contexts of social institutions, the corporate world, domestic politics, and international terrorism and conflict. The volume convenes a group of distinguished scholars, consultants, and leaders who address significant contemporary dilemmas that test the skills and knowledge of all concerned individuals. Benjamin Disraeli said, "I am their leader; therefore I must follow them." This book speaks directly to that intimate connection between leaders and followers. The organizing principle of the book is a "group systems" understanding of leadership further elaborated through the relational and intersubjective concepts emerging in the fields of counseling, dynamic psychiatry, and psychotherapy. This interdisciplinary approach both complements and contrasts with the traditional understanding of leadership based on the dynamics of individual and collective self-interest.

It's time to incorporate cutting-edge technologies to enhance your leadership skills and inspire future innovators. Melvin Greer, the founder and managing director of the Greer Institute for Leadership and Innovation in Washington, D.C., takes a fresh look at how to fill the leadership gap in this guidebook to leadership. He demonstrates ways to - rethink assumptions and myths about innovation;- develop leadership habits that lead to high performance;- develop a successful workforce and talent management strategy; and- create a modern innovation pipeline via STEM. We can no longer confine knowledge about information technology to just one department. Just as leaders need to know how to read a profit and loss statement or interpret a balance sheet, they must also understand how technology can impact business strategy. A twenty-first-century leader must understand behavioral, economic, and social shifts in order to capitalize on opportunities and achieve success. Whether you're an executive, senior manager, a new hire, a teacher, or a student, you must use twenty-first-century leadership if you want to succeed.

How useful would it be to build your capability to ask more powerful questions?
Now, more than ever, we need to harness the potential of those who work for us. Asking questions, rather than telling people what to do, helps you to achieve this by enabling others to make choices for themselves. You can also make your questions more powerful by adding the right 'purple monkey' words. This book shows you very practically how to do this. It also shows you how to use questions to meet the specific challenges every manager faces; from engaging people in goal setting, unleashing creativity, building responsibility, accelerating learning, challenging assumption and much more.

This book provides the first comprehensive comparative analysis of the emerging civil service systems in 9 Central and East European states. Its comparative nature provides a fascinating insight into the emerging patterns of administrative development in the region since the beginning of the transition period. The authors apply the same methodological framework developed by the Civil Service Research Consortium to all the country case studies, which gives the book a high level of coherence and enhances the comparability of the country case studies. This methodological framework provides a solid background for the in-depth analysis of the history of the civil service system, internal labour market, public opinion, relations between politicians and administrators and civil service reform and development. Special attention is given to topical issues such as the influence of the European Union on the emerging civil service systems and possibility of European Union candidature. Civil Service Systems in Central and Eastern Europe will be warmly welcomed by academics and advanced level students in public administration, law, political science and transition studies as well as policymakers and international organizations helping to develop civil services in former communist countries.

The central theme of this book series is to explore the contemporary perspectives on managing technological innovations and related strategic policy issues. Specifically, this book series open to all potential topics that need attention within the broad theme of the management of technology and innovations, and promote an interdisciplinary scholarship and dialogue on the management of innovation and technological change in a global context from strategic, managerial, behavioral, and policy perspectives. The third volume of this book series concentrates on Technological Innovation Networks: Collaboration and Partnership - a theme resonating with scholars and practitioners that innovation requires a network of partners to collaborate. Authors from around the world contribute to this volume by approaching this theme from many different perspectives: an institutional understanding of international R&D networks, a stakeholder centrality potential in innovation networks, the intersection between intellectual structure and M & A, the rejections of the technological opportunities due to lock?in, the policy?practice paradox of technological innovations, Japan's national innovation strategy, immigrant entrepreneurs in patents and performance, the impact of university research parks on technology transfer, a historical narrative of cotton technology in China, and the innovative online or blended education in terms of motivation and reality. These researches have made significant attempts to address the important questions on how technological innovation touched on many aspects of our networked social life, thus I hope readers who are interested in learning the most contemporary perspectives on the technological innovation will be impressed, enriched, and intrigued by their analyses in each chapter. As the editor, I hope readers of the volume could enjoy these chapters by its global nature, the practicality orientation, the critical perspective, and the new theories and practices embedded in the selected research.

Manufacturers have shifted their focus from products to smart solutions in search of higher returns and additional growth opportunities. This shift, described as servitization, or lately as a digital servitization, is not a simple process. Academic study has revealed that its issues are complex, problematic, contingent, and even paradoxical, involving multiple organizational layers, such as operations, strategic, relational, and even ecosystemic layers. Recent literature studies have called for improved theories in servitization, and even alternative narratives. In this handbook, the chapters take different perspectives towards servitization, digital servitization or Product-Service-Software systems, presenting and debating over concepts such as organizational transformation, change management, strategic management, business models, innovation and product-service operations. The handbook provides an opportunity to develop improved theoretical grounds for servitization, and thus to elaborate and develop the field further. This volume will be of great interest for the servitization community, including scholars, Ph.D. and master students, but also company managers, developers and consultants facilitating company's servitization efforts.

Effective Leadership Management is about theory and practice of integrating styles, skills and character of today's chief executive officers. It is about what a leader or a manager does to bring about staff efficiency and effectiveness. A leader or a manager is effective when he or she brings about the desired results for the organization by using different approaches to the development of personal and interpersonal effectiveness of the staff by daily decision making, staffing, planning, forecasting, nurturing, coaching, directing, organizing, marketing, encouraging and controlling quality. Effective Leadership Management emphasizes leadership as the intersection of character, knowledge, skill and desire. Management supervises tasks but leadership deals with people who supervise tasks. In other words, management is doing things right, while leadership is doing the right things. Effective Leadership Management styles are achievable by using mixtures of different styles as situation arises. Each leader has to choose style(s) that suits his or her personality and that best represents the values of the organization. In all, a leader has to be transparent with all daily dealings, communicates effectively, be honest with staff members, showing an unbending integrity, at the same time be knowledgeable or skillful about the tasks at hand, and be easy to follow. When an employee is encouraged, motivated and positively appraised, his or her performance will be enhanced. This book strongly emphasizes theory Z by Dr. Ouchi in which a management or leadership style focuses on a strong company philosophy, a distinctive corporate culture, long-range staff development, and consensus decision making. When decisions and policies that relate to customers are being made by an organization, it is important to understand that others such as customers, community, staff, suppliers and stake holders opinions should be considered. This is called a holistic view approach to decision making. It is my hope that readers will find this book useful either as a church leader, school principal or university president, hospital or nursing home administrator, nurse manager or departmental head, company owners or CEO that an effective and efficient leader or manager cannot lead or manage alone by skills or knowledge, but with styles, character, personality, and by example.

This book introduces the theory of Neocharismatic leadership through a conceptual framework based on research and literature review. This is followed by a gradient of leadership developmental sessions. In the folds, the sessions transcend the leaders to the Neocharismaitc leadership model application through a set of ten behavioral roles across 3 stages. In total, the book comprises of 32 self-coaching sessions that can be conducted by leaders themselves or by other coaches who work with leaders. This all comes alongside explanations, connotations and stories of success. The sessions allow leaders to connect with global and ethical issues and align them with their purpose. In essence, the book addresses, in its folds, the ethical and moral leadership behavior in modern organizations as they interact with stakeholders and make strategic transformational decisions that can affect the global community.

Information and communication technologies are widely used to improve organizational efficiency and ensure effective workflows. Technology and software systems provide the opportunity to improve productivity and efficiency when used correctly; however, professionals continue to encounter challenges in a variety of settings. Improving Organizational Effectiveness with Enterprise Information Systems analyzes the challenges and solutions associated with integrating new technologies in organizations, including key topics in cloud computing, project management, and operational procedure development and implementation. This publication is an essential reference source for senior managers, CIOs, ICT professionals, project managers, researchers, academicians, and upper level students interested in the applications and advances in ICTs and IS.