Heroes permeate our culture. From superheroes on screen to the everyday heroics of our public services, the word 'hero' is a familiar descriptor in every form of media. But what makes a hero? And what makes heroes 'heroic'?Leadership experts George R. Goethals and Scott T. Allison explore how the
romantic conceptions of heroes and heroic leaders are constructed, both in real life and in our heads. Looking at the dichotomy of heroism and villainy, they offer insights into Donald Trump's ascension to the US presidency, particularly detailing the correspondence between the needs of the US
public and the promises the former reality TV star made in reply. They also consider how three highly charismatic men dramatically and fundamentally changed American society in the mid-twentieth century - Martin Luther King (1929-1968), Elvis Presley (1935-1977), and Muhammad Ali (1942-2016), called
here the "Three Kings" of the US.
This exciting and innovative study explores how charisma and human needs create images of individuals as heroes and villains. For researchers and students of psychology and leadership, this is a fundamental text on the creation of both genuine heroes, and false idols.
55 proven tools and techniques to help team leaders and project managers improve team performance in a complex environment. The book also provides an introduction to the concept of team coaching as a distinct management activity.
Genevieve M. Grabman, J.D., Jens P. Flanding, Ph.D, Sheila Q. Cox, MBA
£36.24
Book + eBook
This book was awarded the 2019 Axiom Business Book Award - Business Technology, Bronze Medal.
Users of twenty-first century, digital-era technologies are "technology takers," accepting of and adjusting to whatever the market offers them. Similar to small firms that lack the market power to set prices and are economic "price takers," managers today are increasingly unable to customize the
digital-era technologies their organizations use. Technology takers have little influence over the capabilities of the technologies they adopt; they cannot expect to improve on or customize for themselves the features of Facebook, Google, the iPhone, the blockchain, cloud-based enterprise resource
planning systems, or other game-changing and often disintermediating technologies.
The inability to modify available information technologies is a shock to leaders and managers alike. Cloud-based technologies arrive with set processes developed by others, and users must learn new ways of working each time the technologies themselves evolve. But refusing to adopt and adapt to
digital-era technologies is, increasingly, not an option. Change in the digital era is constant and behavior-transforming. Managers must respond to these changes, or they will get left behind by those who do. The constancy of change also means that organizations have to do more than launch typical,
one-off change management or transformation projects to succeed.
To adopt efficiently and adapt effectively to behavior-changing technologies, astute leaders should employ change leadership techniques as a strategy for the digital era. This book offers technology takers a playbook to manage change, create value, and exploit the digital era's strategic
opportunities. The book draws on research and recent case studies to explain what it means to be a technology taker. Organizations and their managers are offered change leadership plays, which emphasize the iterative nature of change management in the digital era. The book also describes how
technology taking can create value through data stream analytics and be used strategically to respond proactively to the challenges of the digital era.
Rob Elkington, Madeleine van der Steege, Judith Glick-Smith, Jennifer Moss Breen
£38.74
Book + eBook
Visionary Leadership in a Turbulent World: Thriving in the New VUCA Context, is the thoughtful analysis of nine expert authors from around the globe who put VUCA under the microscope and take the reader on a journey that looks at VUCA from a number of different leadership perspectives. Through their
research and writing these nine authors seek to provide sense-making and insights that are combined with practical tips and frameworks to help leadership embrace this new VUCA context and learn how to thrive within it. The book suggests ways in which organizational leadership can seek to develop
both the self and the organization to systemically and ethically address VUCA with innovation, collaboration, and cultural intelligence, whilst also effectively managing the self with resilience and flow, and supporting everyone in the organization with effective systems coaching. Visionary
Leadership in a Turbulent World: Thriving in the New VUCA Context, by the collaboration that engendered it, the innovation and research that supported it, and the teamwork that brought it to completion in the midst of real VUCA moments, models the principles and practices outlined in this excellent
book.