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An easy read with clear examples and engaging stories, this book is a treat for leaders who are interested in totally transforming the way they work. Luckman and Flory help leaders and organizations shift from a solutions mindset to a problem-solving culture that results in flow and growth where everyone in the organization can become a winner. Anand V. Tanikella, Vice President R&D, Abrasives Worldwide, Saint-Gobain Luckman and Flory explain how to create a platform for change and a culture of meaningful continuous improvement through what they call "Problem Solving for Complexity." This approach is about engaging everybody in the organization to improve every aspect of how work gets done. Read this book if you want to be a real change leader, not just the person who goes around talking about the need for change. Robert Kessiakoff, Coach/Consultant, Partner LTGe, Sweden [This book] describes how the leader, through changing his or her own behaviors and practices, can transform an organization that is slow to adapt into one that solves problems organically. The book is an important read for leaders and managers at all levels. Peter Ward, Senior Associate Dean for Academics, Richard M. Ross Chair in Management, Professor of Management Sciences, Director, Center for Operational Excellence, Ohio State University Organizational transformation is difficult, and despite expensive continuous improvement programs, most change efforts fail. This pattern, James E. Luckman and Olga Flory argue, is due to the fact that most change efforts start with senior leaders assigning an external or internal consulting group to attempt to drive change from the top down. Leaders today can no longer roll out solutions in the hopes of seeing better results. What they can do is play an active role in helping to transform their organization from "blanket solutions" thinking to learning how to solve complex business problems in a rapidly changing world. Drawing upon decades of leadership experience and years of research with executives across many different industries, Luckman and Flory make a persuasive case that most companies have not been able to stay ahead in what is an increasingly turbulent business environment because they simply have not made the cultural changes required to do so. In discussing how to facilitate this culture change, the authors share a model for leadership designed to guide an organization to extraordinary new levels of performance by focusing on three key areas: building a framework for problem-solving, encouraging respectful communication, and accelerating the pace at which the organization learns. The result is more energized team members who are dedicated to their daily work in an organization that is better positioned to achieve operational excellence. Readers will also find powerful stories from executives who have effectively changed their approach to leadership, all of which serve to inspire more leaders to take the leap and become "problem-solvers for complexity." Transforming Leader Paradigms is a book about strengthening every organization’s capacity to solve complex business problems. But, more importantly, it’s about what leaders must change in themselves to help their team members solve problems methodically, start to look at the world differently using complexity theory, and understand what it means to create real value for customers. For leaders who are willing to examine their own behaviors, this book is a welcome change from the steady stream of business books on the market that emphasize charismatic and/or heroic leadership as the key to achievement and success.
This book provides a comparison of two contrasting paradigms that influence - positively or negatively -- the ability of leaders and their organizations to solve complex business problems. The authors examine the unquestioned assumptions that form each of the paradigms and leadership behaviors/actions triggered by their assumptions and the outcomes of these actions. Further, they provide information on how to model new behaviors that are based on effective assumptions for complex problem solving. The authors draw on neuroscience, complexity science, Gestalt theory, and their own observations to offer a new way of leadership that allows leaders to facilitate meaningful change in their organizations. The book provides guidance to leaders on how to accomplish a paradigm shift to move away from blanket solutions toward deliberate problem solving. The authors demonstrate how the practice of deliberate problem solving helps build the culture of trust and respect, boost employee engagement and achieve operational excellence in serving the customer. Applying Ed Schein''s definition of organizational culture as "a result of what an organization has learned from dealing with problems and organizing itself internally", the authors describe leadership assumptions, behaviors and practices that help build the culture of deliberate problem solving in order to help leaders understand their role in driving culture change in their organizations. Despite extensive and expensive programs, companies have not been successful at making the cultural changes needed to stay ahead of today''s turbulent business environment. It is widely acknowledged that over 70% of transformation efforts fail. This is largely because most change efforts come from senior leaders assigning an external or internal consulting group to drive change from the top down through a formulaic and programmatic approach (i.e., Six Sigma), with little understanding of their role in leading the change process. Another issue with cultural transformation efforts for the purpose of building the culture of continuous improvement/lean/operational excellence is that most organizations focus on the deployment of tools. At a process level, they introduce kaizens, value-stream mapping, tools for reducing inventory, tools for creating flow, etc., and, relative to the management system, the focus is typically on team huddles, huddle boards, tracking boards, problem solving meetings, skill matrices, etc. None of the above works if an organization''s leaders operate under the influence of the paradigm of "blanket solutions". Our book examines the set of assumptions that form from this paradigm and proposes an approach for executing paradigm shift. ent and achieve operational excellence in serving the customer. Applying Ed Schein''s definition of organizational culture as "a result of what an organization has learned from dealing with problems and organizing itself internally", the authors describe leadership assumptions, behaviors and practices that help build the culture of deliberate problem solving in order to help leaders understand their role in driving culture change in their organizations. Despite extensive and expensive programs, companies have not been successful at making the cultural changes needed to stay ahead of today''s turbulent business environment. It is widely acknowledged that over 70% of transformation efforts fail. This is largely because most change efforts come from senior leaders assigning an external or internal consulting group to drive change from the top down through a formulaic and programmatic approach (i.e., Six Sigma), with little understanding of their role in leading the change process. Another issue with cultural transformation efforts for the purpose of building the culture of continuous improvement/lean/operational excellence is that most organizations focus on the deployment of tools. At a process level, they introduce kaizens, value-stream mapping, tools for reducing inventory, tools for creating flow, etc., and, relative to the management system, the focus is typically on team huddles, huddle boards, tracking boards, problem solving meetings, skill matrices, etc. None of the above works if an organization''s leaders operate under the influence of the paradigm of "blanket solutions". Our book examines the set of assumptions that form from this paradigm and proposes an approach for executing paradigm shift. leading the change process. Another issue with cultural transformation efforts for the purpose of building the culture of continuous improvement/lean/operational excellence is that most organizations focus on the deployment of tools. At a process level, they introduce kaizens, value-stream mapping, tools for reducing inventory, tools for creating flow, etc., and, relative to the management system, the focus is typically on team huddles, huddle boards, tracking boards, problem solving meetings, skill matrices, etc. None of the above works if an organization''s leaders operate under the influence of the paradigm of "blanket solutions". Our book examines the set of assumptions that form from this paradigm and proposes an approach for executing paradigm shift.
Lead for efficacy in these disruptive times! Just as the digital landscape is constantly evolving, the second edition of Digital Leadership moves past trends and fads to focus on the essence of leading innovative change in education now and in the future. As society and technology evolve at what seems a dizzying pace, the demands on leaders are changing as well. With a greater emphasis on leadership dispositions, this revamped edition also features New structure and organization emphasizing the interconnectivity of the Pillars of Digital Leadership to drive sustainable change Innovative strategies and leadership practices that enhance school culture and drive learning improvement Updated vignettes from digital leaders who have successfully implemented the included strategies New online resources, informative graphics, and end of chapter guiding questions Now is the time to embrace innovation, technology, and flexibility to create a learning culture that provides students with 21st century critical competencies!
New from Richard Barrett, The New Leadership Paradigm is more than a leadership text book (530 pages), it is a state-of-the-art learning system for 21st century leaders. The book is in six parts. Part 1 describes the fundamental principles and concepts that lie at the core of the New Leadership Paradigm learning system. Parts 2, 3, 4 & 5 apply these principles to Leading Self, Leading a Team, Leading an Organisation, and Leading in Society. The final part includes three annexes: information about the New Leadership Paradigm leadership development learning system; an overview of the Cultural Transformation Tools and an overview of the origins of the seven levels of consciousness model.
In Part One of this title, Gayle Avery integrates a fragmented field into four broad paradigms or forms of leadership, helping to simplify and clarify the ill-defined field of leadership. Part Two provides 10 case studies from leading organizations across Europe, Australia and the USA.
How leaders can achieve something meaningful—transform a brand, a workplace, a technology, themselves—beyond holding an influential position. Do you want to do work that is worthy of your time and talent? Do you want to make your mark on your industry, company, or within your community? Are you satisfied with the fact that reengineering, quality improvements, and other changes never really make a lasting impact? Then you need to go beyond the techniques of improvement and learn the skills that it takes to be extraordinary. The power to be extraordinary is not one we are born with. Rather, it is a power that one can learn, and Tracy Goss helps executives realize this power. Here in this book for the first time, Goss makes her coursework available to the general reader. Goss’s unique methodology shows how you how you can “put at risk the success you’ve become for the power of making the impossible happen.” She positions executives to take on the future that they dream about. She teaches how to behave differently so that you are free of past constraints. She shows how you can be at home in the environment in which you are constantly surrounded by threats, and how to transcend the ordinary to make the impossible happen. Her work has resulted in many important life changes and organizational reinventions worldwide. “Goss offers powerful information, far above the glib self-help mush that already lines the shelves. She answers the fundamental question of why management fads do not work: the personal work has not yet been done.” —Library Journal
2011 AJN Book of the Year Winner in Leadership and Management! The ultimate goal for Doctor of Nursing Practice (DNP) leaders is to develop skills that will support their ability to lead effectively through complex challenges-such as working within the constraints of tight budgets, initiating health care policy change to eliminate health disparities, and improving health care outcomes at all levels of care. This text is an invaluable instructional guide for nursing graduate students who are developing the skills needed to fulfill this new and emerging role of clinical leadership. With this book, nurses can develop leadership skills that will ultimately transform health care practice by incorporating innovative professional models of care. It provides critical information and practical tools to enhance leadership, drawing from the works of experts in business and health care leadership. This book is an important resource for DNP students, nurse practitioners, and current clinical leaders dealing with the challenges of health care for the next generation. Key topics: Cultivating the characteristics of a transformational leader: charisma, innovation, inspiration, intellect, and more Developing the role of the DNP within complex organizational systems Incorporating new care delivery, practice, and management models through leadership Navigating power, politics, and policy: building the team, understanding economics and finance, and more
Children in today's world are inundated with information about who to be, what to do and how to live. But what if there was a way to teach children how to manage priorities, focus on goals and be a positive influence on the world around them? The Leader in Meis that programme. It's based on a hugely successful initiative carried out at the A.B. Combs Elementary School in North Carolina. To hear the parents of A. B Combs talk about the school is to be amazed. In 1999, the school debuted a programme that taught The 7 Habits of Highly Effective Peopleto a pilot group of students. The parents reported an incredible change in their children, who blossomed under the programme. By the end of the following year the average end-of-grade scores had leapt from 84 to 94. This book will launch the message onto a much larger platform. Stephen R. Covey takes the 7 Habits, that have already changed the lives of millions of people, and shows how children can use them as they develop. Those habits -- be proactive, begin with the end in mind, put first things first, think win-win, seek to understand and then to be understood, synergize, and sharpen the saw -- are critical skills to learn at a young age and bring incredible results, proving that it's never too early to teach someone how to live well.
In our postmodern, experience-oriented culture, people are longing for greater authenticity, integrity, and depth in their pastors and leaders. Board directors, church members, and staff alike are all eagerly seeking leaders who effectively integrate their spirituality and leadership. Pastors and executives, however, often struggle with knowing how to integrate their spiritual values and practices into their leadership and management roles. Designed for pastors, executives, administrators, managers, coordinators, and all who see themselves as leaders and who want to fulfill their God-given purpose, The Spirit-Led Leader addresses the critical fusion of spiritual life and leadership for those who not only want to see results, but who also desire to care just as deeply about who they are and how they lead as they do about what they produce and accomplish. Geoffrion creates a new vision for spiritual leadership as partly an art, partly a result of careful planning, and always a working of the grace of God