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This Harvard Business Review digital collection showcases the ideas of Rob Goffee and Gareth Jones, authors of Why Should Anyone Be Led by You? and Why Should Anyone Work Here? In Why Should Anyone Be Led by You?, Goffee and Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. In Why Should Anyone Work Here?, the authors argue that it used to be that businesses could ask individuals to conform to the organization’s needs but that now today’s leaders are charged with creating the best company on earth to work for: they must transform their organizations to attract the right people, keep them, and inspire them to do their best work.
Imagine designing the best company on earth to work for . . . What would that company be like? How would you build and sustain it? As a leader, you need to know. In the past, businesses made people conform to the organization’s needs. But the old paradigm has shifted. Now leaders must transform their organizations so that they attract the right people, keep them, and inspire them to do their best work. How do you create a culture people want to belong to? In this powerful and necessary follow-up to the classic Why Should Anyone Be Led by You?, leadership and organizational sages Rob Goffee and Gareth Jones identify and illuminate the six key organizational attributes to do just that. In separate chapters, they delve deeply into each one: 1. Let people be themselves 2. Practice radical honesty 3. Magnify people’s strengths 4. Stand for authenticity (more than shareholder value) 5. Make work meaningful 6. Make simple rules With vivid stories and examples from global companies, the authors illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. They also provide ways of assessing how your company is doing and describe the tensions and trade-offs that leaders must manage as they transform their organizations. Why Should Anyone Work Here? is the question all contemporary organizational leaders must constantly ask themselves if they want to survive and thrive in the new world. This book will help them answer that question.
Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who she is and what she stands for, and who truly inspires people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. They are skillful at consistently being themselves, even as they alter their behaviors to respond effectively in changing contexts. In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while “conforming enough.” Underscoring the social nature of leadership, the book also explores how leaders can remain attuned to the needs and expectations of followers. Why Should Anyone Be Led By You? will forever change how we view, develop, and practice the art of leadership, wherever we live and work.
What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority? This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake. This volume includes the work of: Bill George Herminia Ibarra Rob Goffee Gareth Jones This collection of articles includes: "Discovering Your Authentic Leadership" by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer; "The Authenticity Paradox" by Herminia Ibarra; "What Bosses Gain by Being Vulnerable" by Emma Seppala; "Practice Tough Empathy" by Rob Goffee and Gareth Jones; "Cracking the Code That Stalls People of Color" by Sylvia Ann Hewitt; "For a Corporate Apology to Work, the CEO Should Look Sad" by Sarah Green Carmichael; and "Are Leaders Getting Too Emotional?" an interview with Gautam Mukunda and Gianpiero Petriglieri by Adi Ignatius and Sarah Green Carmichael. How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
"Leadership and change experts Rob Goffee and Gareth Jones call these invaluable individuals 'clevers'. They can be brilliant, difficult - and sometimes even dangerous. Your organization's competitiveness depends on how well you lead them, but traditional leadership strategies won't be effective. In Clever, Goffee and Jones outline a set of unconventional guidelines for setting up your clevers - and your organization - for success. Based on extensive research inside international organizations in a wide range of industries, the authors identify common traits clevers share and decode the dynamics of clever teams. Through vivid real-world stories, they reveal the secrets to getting the most from clevers."--BOOK JACKET.
The COVID-19 pandemic caused countries to experience new and unexpected conditions that severely affected the daily lives of people around the world. Concepts such as uncertainty, change, transformation, and chaos have gained new definitions, and the importance of leadership under these changing circumstances cannot be underestimated. This book takes an in-depth look at the crucial role of leadership post-COVID-19. The book offers refreshing interdisciplinary perspectives of leadership in different fields and different countries. The authors observe the differences in leadership styles before, during, and after the COVID-19 pandemic as well as the changed perception of leadership in the new normal. New Perspectives for Leadership after the COVID-19 Pandemic offers an enlightening study of leadership in multiple disciplines, including business, politics, academics and teaching, oil and gas industry, and more. It includes case studies from these different sectors to define the discussed concepts in new scenarios. The chapters discuss how leaders deal with VUCA (volatility, uncertainty, complexity, and ambiguity) outcomes, the impact of digital technology on the role of leadership, moral and emotional leadership, evaluation of clinical leadership competency levels in nursing, and more. This volume will be of interest to those in leadership positions as well as those who study leadership and management in times of crises.
Cultural Change and Leadership in Organizations discusses ways in which organizations are able to implement successful strategic change; inspirational and conceptual material is combined with practical examples and concrete interventions for planning and implementing cultural change within organizations. Cultural Change and Leadership in Organizations is targeted toward professionals, including organizational psychologists, consultants, senior managers, and human resources professionals, as well as advanced-level business school courses.
The first edition of this popular and acclaimed book quickly became a favourite among students for the engaging way in which it guided them through the cacophony of competing perspectives and models of leadership. This new edition includes an expanded discussion of hot topics like followership, gender, ethics, authenticity and leadership and the arts set against the backdrop of the global financial crisis. In teaching you how to critically appraise and work with leadership theories rather than faithfully accept them, this book will not merely make you a better student of leadership; it could make you a better leader too.
Cases in Leadership is a unique collection of 30 real-world leadership cases from Ivey Publishing plus fourteen practitioner readings from the Ivey Business Journal. The updated casebook helps business students gain a better understanding of leadership and enables them to be more effective leaders through their careers. The selected cases are about complex leadership issues that require the attention of the decision-maker in each case. Each of the casebooks comes equipped with instructor’s resources on CD-ROM. These affordable collections will not only help students connect to real-world situations, but will benefit corporations seeking continued education in the field as well.