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This book seeks to demonstrate that we can learn from both 'good'
and 'bad' leaders. Part One looks at President Trump's behaviour
from inauguration to impeachment. The ancient Greek concepts of
Kairos and Chronos are used to indicate that Trump was almost a
natural fit for the US of 2017. Part Two considers the consequences
of his behaviour on the US, the world at large, and for leadership
overall. There is a temptation to consider only 'good' leaders when
asking what we can learn from others. This book explores the issue
of what can be learned from any person in a leadership role, no
matter what the value judgement we make of them. Part One explores
Trump's behaviour up to the moment of impeachment and the
longer-term residual impacts this will have once his term as
President is over. It shows that our value judgements tend to be
based on perception and a priori assumptions. Part Two explores
what we can learn from the Trump event no matter what our
leadership role. Disruption is endemic in today's world. Today, it
often seems that we are born, live, and die, in three quite
different worlds. Yet, at its core, things have changed very
little. Oligarchy has been a reality since time immemorial. Unless
we are first 'unfrozen' from the status quo, change tends to be
more cosmetic than actual. Donald Trump's presidency has the
potential to be the thawing agent that could enable 'real' change
through which new forms of both democracy and capitalism might
emerge across the world.
There have been two critical leadership approaches. First
Generation Leadership (command and control) was the dominant model
until the 1940s. Second Generation Leadership (compliance coupled
with rewards and punishments) is still dominant today. This
approach is being rejected by 'Generation Y ', threatening the
longevity of traditional organisations. In Third Generation
Leadership and the Locus of Control, Douglas Long acknowledges the
need for a leadership approach that elicits engagement, commitment,
and enhanced personal, group, and organisational accountability.
This is Third Generation Leadership. At its core lies the issue of
where we centre our brain's locus of control and how this impacts
on our understanding of and approach to leadership. With examples
from everyday situations, underpinned by research, this book is
about understanding and applying aspects of neuroscience critical
for tomorrow's world. It provides a framework for addressing
problems through insights into how the way we use our brains
affects values, worldviews and behaviours. The author introduces
the concept of 'red zone - blue zone' to explain the differences
between a brain controlled by its stem-limbic areas (red zone) and
the limbic-cortical cortex areas (blue zone). This becomes a short
hand for describing and applying knowledge from neuroscience to
encourage practitioners in leadership and management roles to
achieve desired outcomes through becoming acquainted with different
areas of their brain. Anyone grappling with what is required to
deal with Generation Y people in a networked and mobile age will
welcome this introduction to the world of third generation
leadership.
Douglas Long is the author of Third Generation Leadership and the
Locus of Control which focused on the new understanding of what
influences individuals' values, world views and the behaviours
needed to facilitate leadership fit for the future. Here, in
Delivering High Performance, he concentrates on individual, unit
and organisational performance when an organisation is using a
Third Generation Leadership approach. Leaders constantly seek high
performance and high levels of staff engagement; but achieving
either depends on the competence and commitment of individuals or
groups. The relationships between these factors are complex. Many
people are competent to do things - they have the ability - but are
not prepared to do them. They lack the willingness, confidence or
motivation and the readiness to perform. You can even have the most
committed and capable people in the world, yet still miss
performance targets if there are issues with other factors
impacting on performance. This book is a response to enquiries from
those excited by the prospect of a Third Generation Leadership
approach but who still have to grapple with performance issues -
people who want to obtain and maintain high performing
organisations. In that sense it builds on the new knowledge
imparted in Third Generation Leadership and the Locus of Control.
It is a 'How to ...' book that gives the reader practical tools
that can be immediately applied and activities that can be
undertaken in order to develop and maintain the required or even
the desired level of performance.
Douglas Long is the author of Third Generation Leadership and the
Locus of Control which focused on the new understanding of what
influences individuals' values, world views and the behaviours
needed to facilitate leadership fit for the future. Here, in
Delivering High Performance, he concentrates on individual, unit
and organisational performance when an organisation is using a
Third Generation Leadership approach. Leaders constantly seek high
performance and high levels of staff engagement; but achieving
either depends on the competence and commitment of individuals or
groups. The relationships between these factors are complex. Many
people are competent to do things - they have the ability - but are
not prepared to do them. They lack the willingness, confidence or
motivation and the readiness to perform. You can even have the most
committed and capable people in the world, yet still miss
performance targets if there are issues with other factors
impacting on performance. This book is a response to enquiries from
those excited by the prospect of a Third Generation Leadership
approach but who still have to grapple with performance issues -
people who want to obtain and maintain high performing
organisations. In that sense it builds on the new knowledge
imparted in Third Generation Leadership and the Locus of Control.
It is a 'How to ...' book that gives the reader practical tools
that can be immediately applied and activities that can be
undertaken in order to develop and maintain the required or even
the desired level of performance.
There have been two critical leadership approaches. First
Generation Leadership (command and control) was the dominant model
until the 1940s. Second Generation Leadership (compliance coupled
with rewards and punishments) is still dominant today. This
approach is being rejected by 'Generation Y ', threatening the
longevity of traditional organisations. In Third Generation
Leadership and the Locus of Control, Douglas Long acknowledges the
need for a leadership approach that elicits engagement, commitment,
and enhanced personal, group, and organisational accountability.
This is Third Generation Leadership. At its core lies the issue of
where we centre our brain's locus of control and how this impacts
on our understanding of and approach to leadership. With examples
from everyday situations, underpinned by research, this book is
about understanding and applying aspects of neuroscience critical
for tomorrow's world. It provides a framework for addressing
problems through insights into how the way we use our brains
affects values, worldviews and behaviours. The author introduces
the concept of 'red zone - blue zone' to explain the differences
between a brain controlled by its stem-limbic areas (red zone) and
the limbic-cortical cortex areas (blue zone). This becomes a short
hand for describing and applying knowledge from neuroscience to
encourage practitioners in leadership and management roles to
achieve desired outcomes through becoming acquainted with different
areas of their brain. Anyone grappling with what is required to
deal with Generation Y people in a networked and mobile age will
welcome this introduction to the world of third generation
leadership.
The study of corporate governance is a relatively modern
development, with significant attention devoted to the subject only
during the last fifty years. The topics covered in this volume
include the purpose of the corporation, the board of directors, the
role of shareholders, and more contemporary developments like hedge
fund activism, the role of sovereign wealth funds, and the
development of corporate governance law in what perhaps will become
the dominant world economy over the next century, China. The editor
has written an introductory essay which briefly describes the
intellectual history of the field and analyses the material
selected for the volume. The papers which have been selected
present what the editor believes to be some of the best and most
representative studies of the subjects covered. As a result the
volume offers a rounded view of the contemporary state of the some
of the dominant issues in corporate governance.
The study of corporate governance is a relatively modern
development, with significant attention devoted to the subject only
during the last fifty years. The topics covered in this volume
include the purpose of the corporation, the board of directors, the
role of shareholders, and more contemporary developments like hedge
fund activism, the role of sovereign wealth funds, and the
development of corporate governance law in what perhaps will become
the dominant world economy over the next century, China. The editor
has written an introductory essay which briefly describes the
intellectual history of the field and analyses the material
selected for the volume. The papers which have been selected
present what the editor believes to be some of the best and most
representative studies of the subjects covered. As a result the
volume offers a rounded view of the contemporary state of the some
of the dominant issues in corporate governance.
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