Explore invaluable management advice informed by the latest in organizational and industrial behaviour research In the newly revised Third Edition of Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, world-renowned organizational behaviourists Edwin A. Locke and Craig L. Pearce deliver a comprehensive and authoritative discussion of sound management practices informed by the most recent evidence and research in organizational and industrial psychology. In the book, the authors present: Complimentary and downloadable video material linked to each chapter Executive interviews and author interviews, new cases, assessments, inventories and exercises Updated chapters written by world-leading experts on the covered topics An indispensable resource for students of human resources, organizational behaviour, industrial psychology, public administration and related subjects, Handbook of Principles of Organizational Behavior will assist students and professionals seeking the latest evidence-based management guidance.

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.

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.

"Shared Leadership offers a much-needed shift in our thinking about how leadership happens in teams and organizations. Pearce and Conger have brought together a diverse group of authors who collectively offer a comprehensive view of developing, implementing, and studying shared leadership in organizations. This volume is sure to fulfill its goal of "jump-starting" our knowledge of the shared leadership phenomenon."
--Cynthia D. McCauley, Ph.D., Vice President, Leadership Development, Center for Creative Leadership