Share, Don't Take the Lead is a book that offers an alternative perspective on leadership. The philosophy of shared leadership is straightforward: Leadership does not derive solely from position, authority, or hierarchy. Instead, leadership is something that can be executed by anyone who has the best knowledge or skill to undertake the leadership necessary in any given situation. Shared leadership is especially relevant, for example, in empowered teams where shared leadership can be initiated from any team member at any time, depending on the needs of the moment and the capabilities of the individuals. But the notion of shared leadership is also appropriate in a larger context. For example, an individual lower in the hierarchy can provide leadership if that person is best qualified to exercise it. Shared leadership also shows how hierarchical leaders with formal authority can use empowerment to develop leadership in others. This book tells the tales of how multiple trail blazing organizations used shared leadership to build high performance. The notion of shared leadership seems to contradict many of the bedrock ideas of efficient management and effective organizations. A typical first reaction is, "It'll never work here " Yet, the organizations that "get it" and implement this new powerful approach tend to be more innovative and to out-perform their "nay-sayer" competitors. In fact, shared leadership is one of the most important ideas to hit business in recent years-our recent feature article about shared leadership in the Wall Street Journal is testimony to that. Shared leadership can provide a way for companies to increase productivity, quality, and flexibility while meeting the competitiveness challenge. Share the Lead provides new insights and information about how to push the organizational envelope to new frontiers.

Can a small business really compete with the biggest business giants? The typical argument is that they wouldn't have the budget, skills or experience. But CATCHING GIANTS demonstrates that this simply isn't true and shows how, even in the toughest of circumstances and competitive environments, it is possible for the small player to win big. When Kevin Gaskell and his small, inexperienced crew took on the 'World's Toughest Row' and set out to cross the Atlantic Ocean in a tiny rowing boat, they knew it would take a single-minded determination, focus, some innovative approaches and smart thinking to beat their Olympic level competition and become world champions. But that's exactly what they did! Through this thrilling, motivating and inspiring story of triumph over seemingly impossible odds, Kevin shares the 80 world-beating lessons that he and his team used to beat the best at their own game. Whatever the challenge and whether it's clarity, strategy, finances or team alignment that appear to stand in your way, these game-changing lessons have the power to help any team leader, manager or business owner overcome barriers and drive their team to reach for, catch and pass their own giants.

The ultimate success or failure of a business, in modern society, depends on a variety of factors across all levels of the organization. By utilizing dynamic technology and management techniques, businesses can more efficiently reach their goals and become successful in the growing market. Management Strategies and Technology Fluidity in the Asian Business Sector is a critical scholarly resource that examines the collaboration in business, management, and technology in Asia. Featuring coverage on a broad range of topics such as business ethics, entrepreneurship, and international trade, this book is geared towards academicians, students, and managers seeking current research on business in Southeast Asia.

'Computer-Mediated Relationships and Trust' examines how building trust is different for managers developing 'virtual' (i.e. computer mediated) relationships.

What do you stand for ? What is the foundation of your leadership approach ? And what's really important to you ? Many leaders know the answers to these questions, but few have expressed themselves in writing on these important leadership underpinnings. The Keys to Leading provides leaders the opportunity to take their thinking to a deeper level. Organized around ten time-honored principles essential to effective, ethical leadership, this journal introduces these keys in a week-to-week format. By quoting respected exemplars and posing important questions each day, leaders are asked to express their thoughts on integrity, commitment, purpose and other fundamental leadership principles. The exercise of writing one's deepest thoughts can be clarifying, therapeutic and often eye-opening. This book is about both what other great leaders have said, and more importantly, it's about what you have to say ! How you respond to this journal can be a transformative experience !

A volume in both Research in Management Consulting, Series Editor Anthony F. Buono, Bentley University and Contemporary Trends in Organization Development and Change, Series Editors Peter Sorensen, Benedictine University and Therese Yaeger, Benedictine University This volume is a joint publication in the Research in Management Consulting and Contemporary Trends in Organizational Change and Development series. This dual focus reflects the reality that consulting for organizational change is a special type of management consultation, a complex field of endeavor that requires a broad range of skills and competencies. To be truly effective, change-related consulting requires a unique client-consultant relationship, a special set of consulting skills, an expertise in human and organizational systems, and significant personal qualities. It is in high demand in a world full of change. Yet, we still know relatively little theoretically about this type of consulting and have relatively little empirical evidence about what actually works and why. As the contributors amply illustrate, the Organization Development (OD) field has a well developed set of frameworks, technologies, and models of change. Still we need to focus on and learn more about the role of the OD consultant as a special kind of change agent. A goal of this joint volume is to increase that specific body of knowledge and provide an illustration of much needed collaboration in bringing all possible resources to bear on our understanding of an increasingly critical and essential form of consulting.

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.

Knowledge of scientific and technological developments, and the flexible communication and decision making, knowledge sharing, and collaboration that stem from them, can enable organisations and individuals to be successful and viable competitors in today's global economy. Information Systems and Technology for Organizational Agility, Intelligence, and Resilience aims to advise and support organisational agents who want ensure success in terms of financial, social, and environmental aspects, as well as in the aspect of human development, in a more sustainable way. The premier reference work provides examples of conceptual research, methodologies, empirical cases, and success cases for academics, researchers, intermediaries, and organisations looking to use information systems and technology to boost their agility, intelligence, and resilience.

When reading current human capital management or human resources management textbooks, it is clear that many do not reflect current research. Even new Strategic HRM books are only recently reporting research that has been widely discussed in academic journals over the last 10 years. Discussion with those who span the academic/practice worlds shows that they have regularly been struck by the dissonance between the journals and the texts. They agree that there should be more commonality but suggest that, although some of the HRM journal articles may carry some implications for practice, many do not. They are often vague as to the real potential value of the research and only outline potential interventions in a very rudimentary way. Covering a range of topics which affect the way that human capital is attracted, developed, managed and supported, this book presents recent research which can be applied to the real world. Written by practitioners with academics, each chapter provides an overview of the research, as well as the links to current human capital management practices and identifying potential implications for future implementation. The book is designed to be of interest to academic researchers, university professors and graduate students, and to management scientists, industry economists, government officials, public policy developers and analysts, research and laboratory managers, marketing, human resources and operations managers, in fact anyone who is interested at understanding the current progress of human resources management and human capital development.

One of the most powerful tools available to an organization is its ability to create, maintain, and share knowledge and information vital to the success of the organization. From Manufacture to Mindfacture: A Relational Viable Systems Theory explores the concept of the organizational structure through the lens of the viable systems approach. Focusing particularly on human interaction and collaboration within a business setting, this research-based publication is ideally designed for use by business managers, social theorists, upper-level students, and researchers. Topics Covered The many academic areas covered in this publication include, but are not limited to: Cybernetics Human Capital Intellectual Capital Knowledge Management Management Science Organizational Development Relational Viability Value Creation

With the globalization of economies and growth of information and communication technologies (ICT), collaboration has become the key to survival. Just like individuals and mankind, business organizations also depend on collaboration for survival and growth. The concept of departments, committees, teams, etc., which are so fundamental to any organizational structure, all point to the importance of collaboration. Business Organizations and Collaborative Web: Practices, Strategies and Patterns delves deeper into identifying specific business processes and their linkage with the collaborative Web, while understanding the related implications for individuals, organizations and society. This book identifies current practices and future possibilities of making the collaborative Web a tool for business. It also presents the opportunities and challenges confronting organizations in the light of such emerging trends and should prove to be a valuable asset to strategists, managers, academicians, researchers, and students in any area of business and management.

Cultural proximity consists in shared language, codes ,and norms of communication and exchange between actors. It is generally considered important for organizations, enhancing communication and facilitation interaction between actors. In such situation, diversity is often seen as a source of richness and originality. However, high levels of proximity might create some risk, leading to lock-in and inertia, with a negative impact on the innovativeness of the organization. While the role of cultural proximity is subject to much debate within organizations studies, a comprehensive understanding of cultural proximity remains elusive. This book explores the organizational implications of the concept of cultural proximity, delving into the managerial challenges posed by diversities and similarities in culture within a business environment using different levels of analysis. The key messages of the present book, grounded on original empirical evidence, can be summarized as follows: cultural proximity is a key factor for managing innovation in present times; innovation requires a deliberate orchestration of the dichotomy between cultural proximity/cultural diversity; there are specific circumstances where proximity can be beneficial for managers and entrepreneurs. The book will be of value to researchers, academics, managers, and students in the fields of management science, human resource management, innovation studies, and organizational studies.