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Presents a comprehensive view of management and leadership in language programs as situated in a complex, globalized context with rapidly changing characteristics. This book offers case studies and overviews of 'nuts and bolts' issues of administration such as financial, data, and people management, as well as suggestions for further research.
The challenge to be a 'future-fit' leader is as unrelenting as it is difficult. Leading in a Changing World is about the current and future challenges that leaders face. It explores the type of thinking, behaviour and habits that leaders will need in order to successfully navigate the unfolding future.This completely updated and revised edition for the 2020s adds new insights gained from the work the authors have done with many leaders since they first published this book. It's more practical, picks up key issues that leaders are dealing with, and even more clearly shows the path leaders need to follow to be successful in these turbulent times. Leading in a Changing World offers multiple frameworks and searching questions - the type that smart leaders ask (of themselves and others) in order to engage one's thinking and shape one's actions.The authors have drawn on their extensive global experience, having worked with executive and senior leaders across multiple industries as well as with those tasked with the design and delivery of leadership programmes. Leading in a Changing World brings all this together and offers a rich tapestry of both breadth and depth as an essential resource for your own leadership journey.As a leader, or someone who aspires to lead, this book is for.
Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.
Connective Leadership describes a new leadership model that the author feels is essential for coping with the competing trends of global interdependence and increasing diversity which are rendering all leadership styles obsolete. Connective leadership emphasises collaboration over authoritarianism, and the creation of short term coalitions instead of long-term political and business alliances. Using extensive research analysing the leadership styles of more than 5,000 leaders and managers world-wide, Lipman-Blumen has developed an innovative nine-part strategy for flourishing within the demands of interorganisational relationships.
Through compelling ideas and examples, Beyond Authority argues that new leaders need to be confident to legitimise themselves and challenge old ways. They need to develop a leadership style that enables them to lead beyond the traditional boundaries and constraints of their organizations.
The essential guide to the theory and application of the Social Change Model Leadership for a Better World provides an approachable introduction to the Social Change Model of Leadership Development (SCM), giving students a real-world context through which to explore the seven C's of leadership for social change as well as a approaches to socially responsible leadership. From individual, group, and community values through the mechanisms of societal change itself, this book provides fundamental coverage of this increasingly vital topic. Action items, reflection, and discussion questions throughout encourage students to think about how these concepts apply in their own lives. The Facilitator's Guide includes a wealth of activities, assignments, discussions, and supplementary resources to enrich the learning experience whether in class or in the co-curriculum. This new second edition includes student self-assessment rubrics for each element of the model and new discussion on the critical roles of leadership self-efficacy, social perspective, and social justice perspectives. Content is enriched with research on how this approach to leadership is developed, and two new chapters situate the model in a broader understanding of leadership and in applications of the model. The Social Change Model is the most widely-used leadership model for college students, and has shaped college leadership curricula at schools throughout the U.S. and other countries including a translation in Chinese and Japanese. This book provides a comprehensive exploration of the model, with a practical, relevant approach to real-world issues. Explore the many facets of social change and leadership Navigate group dynamics surrounding controversy, collaboration, and purpose Discover the meaning of citizenship and your commitment to the greater good Become an agent of change through one of the many routes to a common goal The SCM is backed by 15 years of research, and continues to be informed by ongoing investigation into the interventions and environments that create positive leadership development outcomes. Leadership for a Better World provides a thorough, well-rounded tour of the Social Change Model, with guidance on application to real-world issues. Please note that The Social Change Model: Facilitating Leadership Development (978-1-119-24243-7) is intended to be used as a Facilitator's Guide to Leadership for a Better World, 2nd Edition in seminars, workshops, and college classrooms. You'll find that, while each book can be used on its own, the content in both is also designed for use together. A link to the home page of The Social Change Model can be found below under Related Titles.
The Change Leadership Group at the Harvard School of Education has, through its work with educators, developed a thoughtful approach to the transformation of schools in the face of increasing demands for accountability. This book brings the work of the Change Leadership Group to a broader audience, providing a framework to analyze the work of school change and exercises that guide educators through the development of their practice as agents of change. It exemplifies a new and powerful approach to leadership in schools.
Based on rapid advances in what is known about how people learn and how to teach effectively, this important book examines the core concepts and central pedagogies that should be at the heart of any teacher education program. Stemming from the results of a commission sponsored by the National Academy of Education, Preparing Teachers for a Changing World recommends the creation of an informed teacher education curriculum with the common elements that represent state-of-the-art standards for the profession. Written for teacher educators in both traditional and alternative programs, university and school system leaders, teachers, staff development professionals, researchers, and educational policymakers, the book addresses the key foundational knowledge for teaching and discusses how to implement that knowledge within the classroom. Preparing Teachers for a Changing World recommends that, in addition to strong subject matter knowledge, all new teachers have a basic understanding of how people learn and develop, as well as how children acquire and use language, which is the currency of education. In addition, the book suggests that teaching professionals must be able to apply that knowledge in developing curriculum that attends to students' needs, the demands of the content, and the social purposes of education: in teaching specific subject matter to diverse students, in managing the classroom, assessing student performance, and using technology in the classroom.
Leadership in English Language Education: Theoretical Foundations and Practical Skills for Changing Times presents both theoretical approaches to leadership and practical skills leaders in English language education need to be effective. Discussing practical skills in detail, and providing readers with the opportunity to acquire new skills and apply them in their own contexts, the text is organized around three themes: The roles and characteristics of leaders Skills for leading ELT leadership in practice Leadership theories and approaches from business and industry are applied to and conclusions are drawn for English language teaching in a variety of organizational contexts, including intensive English programs in English-speaking countries, TESOL departments in universities, ESL programs in community colleges, EFL departments in non-English speaking countries, adult education programs, and commercial ELT centers and schools around the world. This is an essential resource for all administrators, teachers, academics, and teacher candidates in English language education.
"Fascinating - A teaching book that I couldn't put down!" If the world is changing, leadership needs to change. The world is changing. It is that simple; it is that complex. Through our work in TomorrowToday Global we have been at the very forefront of this intersection of a changing world and changing leadership across the broad scope of industries and sectors spanning all corners of the globe. And what we see concerns us. We see leaders who are frustrated that they can't mobilize their teams to adapt quickly enough to change. We see leaders who feel the horizon of their strategic plans rushing ever closer, resulting in decision making that often feels closer to guesswork than science. We see leaders battling to manage their teams, to keep and get the most of talent, to develop succession plans and to ensure everyone is focused on the same outcomes. We see leaders exasperated at the lack of initiative their teams have, and yet equally bound by increasing regulation, bureaucracy and inertia. We see leaders struggling to lead. We see leaders unable to admit that they're struggling to lead. Maybe the symptoms we've just listed don't all apply to you, or maybe you have a sense that your organization's problems lie elsewhere. Whatever the specific issues are, we're sure you'll agree with us that leadership isn't what it used to be. And a big part of the reason for this is that leadership itself is changing - just as the world around us is changing in dramatic ways. The leadership theory that underpins our practices of leadership is in need of review. For the most part, the way in which we review and measure leadership practice no longer works. The only way to change all this is for leaders (and those tasked with the responsibility of leadership development) to step back, rethink things and be willing to change. It means asking searching questions, challenging assumptions and revisiting formulae that have, for a very long time, worked rather well. This is easier said than done. But it can be done, and this is what this book is about. Future-focused leaders will gain insight into what it takes to succeed in a time of disruptive change. The book provides both a new lens through which to see the world and leadership, as well as practical tools and tips to help you make the journey towards a new leadership style and approach.