This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the square of the size of the team. For a team in which every member depends on every other member, the number of interdependent relationships becomes overwhelming with relatively small team sizes. Fortunately, recent technical advances in network analysis and multicultural cooperation have been developed to rescue us from mind boggling bombardments of everyone trying to communicate over all others at once. Merely thinking about such a Kafkaesque situation hurts our heads. Armed with these two breakthroughs fairly large networks, both national and multinational, can be led effectively with appropriate selection and training. This book furthers our attempts to make functional networks perform their promise of becoming "superteams."

This third volume of ""LMX Leadership: The Series"" addresses the question of how leaders prepare their teams for required loosely directed, highly coordinated, and above all, flexible operations. It is our hope that this volume will stimulate scholarly sweat, blood, and tears needed to make continued progress toward our goal of understanding how the powerful tools of relational leadership can be employed properly to create the flexible organizational structures required to compete successfully in the environmental turbulence of the 21st century. As we stated before, the rapidly changing information age is all around us and we are struggling to cope with our out-dated, rigid bureaucratic structures. The ""China Price"" has redefined the standards of performance world wide and they cannot be met with obsolete organizing designs.

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding ""knowledge era."" We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the ""political side"" of human KDC in terms of ""fit"" or ""no fit."" Following this discussion of our frail interpersonal habits, project teams' research shows how an orderly process of team leadership development unfolds over the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations.This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of leadership within networks directs us to the process of microbehavior being transformed to meso-options and being converted to macrostrategies. This sequence of micro to macro directs us to a marriage of the formal with the informal organization. At this stage we are post Simon, March, and Weick. This book is about putting authentic people back into the social creations we call productive organizations-warts and all. The design of these organizations is as old as human civilization. It helped construct ancient Greece, Egypt, and China. It was improved in the West by the Romans and in the East by the Chinese. During more recent times it was improved by the British Empire whose command and control models gradually gave way to the knowledge models of today. This book is about how we can discover the alternative processes by which fallible humans use sense making to continuously improve organizations at the macrostrategy level.

Our corporate dominated world is resisting the best efforts of the "under 30s" to shape it into the information age. This book contains information about what the careers of the "under 30s" corporation will become. This was done examining recent trends in careers of "growing-tip" companies like Apple, Boeing, Microsoft and US and international design schools. The world of careers is changing fast, and the millennials - the generation of people who became adults around 2000, or in the decade or so after - have been right in the middle of it. From Independence Square in Kyiv to the streets of Caracas, from Taksim Square in Istanbul to Zuccoti Park in New York, and from Silicon Valley to Wall Street, it's the 30-and-under crowd courageously leading the quest for different ways. Less invested in past approaches, tech-savvy to a fault, and painfully aware of the challenges left to them by earlier generations, they're not willing to "settle" - to make the same compromises (and mistakes) they think their parents made. And although they sometimes get rapped for being self-centered, all the evidence I see - and I've taught thousands of them on two continents, and even have one in my own family - suggests that the millennials represent real hope for the future. Please consider this a call to all millennials - here, in the pages of this book, are some of the means. Get out there and create the under-30s revolution. Solve the problems your parents couldn't. Do it together, with a conscientious eye to what works for all involved. Get out there and save theworld.

The proper balance of managerial "administrative-control" and managerial "team-leadership" depends upon the work context. After organizational procedures are designed by work-process engineers, managers and their direct reports in the business units, are charged to "save our ship" (SOS) by their employers. Their ships, their business units, often were built for calm seas. Unfortunately, turbulent seas may happen unexpectedly and stress their ships and crews. Under extreme conditions, the sea may put their ships squarely in "harm's way." If they are not well prepared, their chances of survival are few and none. This book is about managing and being managed under conditions of "extreme contexts" where only the "special teams" survive and prosper.

Our corporate dominated world is resisting the best efforts of the "under 30s" to shape it into the information age. This book contains information about what the careers of the "under 30s" corporation will become. This was done examining recent trends in careers of "growing-tip" companies like Apple, Boeing, Microsoft and US and international design schools. The world of careers is changing fast, and the millennials - the generation of people who became adults around 2000, or in the decade or so after - have been right in the middle of it. From Independence Square in Kyiv to the streets of Caracas, from Taksim Square in Istanbul to Zuccoti Park in New York, and from Silicon Valley to Wall Street, it's the 30-and-under crowd courageously leading the quest for different ways. Less invested in past approaches, tech-savvy to a fault, and painfully aware of the challenges left to them by earlier generations, they're not willing to "settle" - to make the same compromises (and mistakes) they think their parents made. And although they sometimes get rapped for being self-centered, all the evidence I see - and I've taught thousands of them on two continents, and even have one in my own family - suggests that the millennials represent real hope for the future. Please consider this a call to all millennials - here, in the pages of this book, are some of the means. Get out there and create the under-30s revolution. Solve the problems your parents couldn't. Do it together, with a conscientious eye to what works for all involved. Get out there and save theworld.

The proper balance of managerial "administrative-control" and managerial "team-leadership" depends upon the work context. After organizational procedures are designed by work-process engineers, managers and their directreports in the business units, are charged to "save our ship" (SOS) by their employers. Their ships, their business units, often were built for calm seas. Unfortunately, turbulent seas may happen unexpectedly and stress their ships and crews. Under extreme conditions, the sea may put their ships squarely in "harm's way." If they are not well prepared, their chances of survival are few and none. This book is about managing and being managed under conditions of "extreme contexts" where only the "special teams" survive and prosper.

This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the square of the size of the team. For a team in which every member depends on every other member, the number of interdependent relationships becomes overwhelming with relatively small team sizes. Fortunately, recent technical advances in network analysis and multicultural cooperation have been developed to rescue us from mind boggling bombardments of everyone trying to communicate over all others at once. Merely thinking about such a Kafkaesque situation hurts our heads. Armed with these two breakthroughs fairly large networks, both national and multinational, can be led effectively with appropriate selection and training. This book furthers our attempts to make functional networks perform their promise of becoming "superteams."

This book is divided into three parts. The first part is about web-construction methods; the second part covers web care and repairs, and finally, the third part outlines systems applications of the web throughout the organization. Remember that your personal web relieves you of needing to undergo a manlike makeover to achieve your dream job. Remain true to your maker's creation. Finally, I delight in reading about your small and large successes employing Jessica's Web technology. I feel sorry for those poorly informed individuals who believe that authentic feelings have no place on the job. In the final analysis we are both thinking and feeling beings and cannot deny our emotional side in our occupations. We cannot spend half or more of our waking hours during the week days on activities that do not benefit from our emotional side and be psychologically healthy. Jessica's Web gives one a way to empower oneself at work and engage both thinking and feeling at work.

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding ""knowledge era."" We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the ""political side"" of human KDC in terms of ""fit"" or ""no fit."" Following this discussion of our frail interpersonal habits, project teams' research shows how an orderly process of team leadership development unfolds over the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations.This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of leadership within networks directs us to the process of microbehavior being transformed to meso-options and being converted to macrostrategies. This sequence of micro to macro directs us to a marriage of the formal with the informal organization. At this stage we are post Simon, March, and Weick. This book is about putting authentic people back into the social creations we call productive organizations-warts and all. The design of these organizations is as old as human civilization. It helped construct ancient Greece, Egypt, and China. It was improved in the West by the Romans and in the East by the Chinese. During more recent times it was improved by the British Empire whose command and control models gradually gave way to the knowledge models of today. This book is about how we can discover the alternative processes by which fallible humans use sense making to continuously improve organizations at the macrostrategy level.

This third volume of ""LMX Leadership: The Series"" addresses the question of how leaders prepare their teams for required loosely directed, highly coordinated, and above all, flexible operations. It is our hope that this volume will stimulate scholarly sweat, blood, and tears needed to make continued progress toward our goal of understanding how the powerful tools of relational leadership can be employed properly to create the flexible organizational structures required to compete successfully in the environmental turbulence of the 21st century. As we stated before, the rapidly changing information age is all around us and we are struggling to cope with our out-dated, rigid bureaucratic structures. The ""China Price"" has redefined the standards of performance world wide and they cannot be met with obsolete organizing designs.

Graen (American Psychological Society) collects work on how the tools of relational leadership can be used to create flexible organizational structures. Contributors in communication, psychology, and organizational behavior describe new modes of team leadership, look at leader-member exchange (LMX) leadership research, and propose a new approach to