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When people join a crowd to draw public attention to some perceived injustice, they can often be led into committing acts they would never contemplate on their own. Thus it follows that there will always be those who would influence or exploit crowds for their own purposes. In order to mitigate exploitation of crowds in that manner, people everywhere need competent leaders who can spread a vision of hope in their lives. The long history of society tells us people have always taken on new characteristics when they form an organised crowd to act out their views and concerns. Across the centuries, Western history has been a continual striving for civil liberties, causing mass movements and rebellions. But since social attitudes change with time, modern-day crowd behaviour can best be understood by knowing how present-day attitudes have come about. To appreciate how crowds are influenced, it is necessary to look behind the events themselves to determine the underlying conditioning that shapes people's beliefs. Since most studies are limited to their own particular field, all these diverse viewpoints must be distilled to a simple, comprehensive picture to advance our understanding of the way crowds behave. Based on a century of field work, "Crowds and Leadership" brings together the opinions and guidance of investigators from many fields, and distills their findings into a simple, comprehensible picture.
An essential guide for leaders who want to use social media to be "open" while maintaining control "Be Open, Be Transparent, Be Authentic" are the current leadership mantras-but companies often push back. Business is premised on the concept of control and yet the new world order demands openness-leaders do not know how to be open and be in control. This must-have resource will help the modern leader understand how to lead in the new open world-where blogging, twittering, facebooking, and digging are becoming the norm. the author lays out the steps that leaders must take to transform their organizations and themselves into being "open" -and exactly what that will mean. Shows how to use social media to become an open organization Offers basic advice for leaders who are adapting to the new era of openness in the marketplace The author Charlene Li is one of the foremost experts on social media and technologies In easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances.
A WALL STREET JOURNAL BEST-SELLING BOOK NAMED BY THE WASHINGTON POST AS ONE OF THE 11 LEADERSHIP BOOKS TO READ IN 2018 Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military. In building their argument, Dempsey and Brafman introduce several concepts that illuminate both the vulnerability and the opportunity in leading today: Radical Inclusion. Fear of losing control in our fast-paced, complex, highly scrutinized environment is pushing us toward exclusion―exactly the wrong direction. Leaders should instead develop an instinct for inclusion. The word “radical” emphasizes the urgency of doing so. The Era of the Digital Echo. The speed and accessibility of information create “digital echoes” that make facts vulnerable, eroding the trust between leader and follower. Relinquishing Control to Preserve Power. Power and control once went hand in hand, but no longer. In today’s environment, control is seductive but unlikely to produce optimum, affordable, sustainable solutions. Leaders must relinquish and share control to build and preserve power. The principles discussed in Radical Inclusion are memorable and the book is full of engaging stories. From a young vegan’s confrontation with opponents in Berkeley to a young lieutenant’s surprising visitor during the Cold War, from a reflection on the significance of Burning Man to a discussion of challenges faced in the Situation Room, Radical Inclusion will provide you with leadership tools to address real leadership challenges.
Learn how to lead like Jesus, whether in the home, the church, the community, or the marketplace; moving not only from success to significance but taking a step beyond significance--surrender.
Business as usual is no longer enough if an individual or organization wants to stand apart from the competition. Podesta and Gatz ask their readers: What do you bring to the table that is so memorable and outstanding that people will choose to do business with you? They proceed to show you how to out-think and out-perform the competition.
As a serial entrepreneur, Kevin Kruse has seen time and again that the leadership practices that actually work are the opposite of what is commonly taught and implemented. Close Your Open Door Policy shows how a contrarian approach can be a better, faster, and easier way to succeed as a leader. Chapter by chapter, Kruse focuses on a piece of popular wisdom, then shows with real-world case studies and quantitative research that the opposite approach will lead to better results, encouraging leaders to play favorites, stay out of meetings, and, of course, close their open doors.
Daria Frezza covers six tumultuous decades of transatlantic history to examine how European theories of mass politics and crowd psychology influenced American social scientists' perception of crowds, mobs, democratic "people," and its leadership. In the last decades of the nineteenth century, the development of an urban-industrial mass society and the disordered influx of millions of immigrants required a redefinition of these important categories in American public discourse. Frezza shows how in the Atlantic crossing of ideas American social scientists reelaborated the European theories of crowd psychology and the racial theories then in fashion. Theorists made a sharp distinction between the irrationality of the crowd, including lynchings, and the rationality of the democratic "public." However, this paradigm of a rational Anglo-Saxon male public in opposition to irrational mobs--traditionally considered to be composed of women, children, "savages"--was challenged by the reality of southern lynch mobs made up of white Anglo-Saxons, people who used mob violence as an instrument of subjugation over an allegedly inferior race. After World War I, when the topic of eugenics and immigration restrictions ignited the debate of exclusion/inclusion regarding U.S. citizenship, Franz Boas's work provided a significant counterbalance to the biased language of race. Furthermore, the very concept of democracy was questioned from many points of view. During the Depression years, social scientists such as John Dewey critically analyzed the democratic system in comparison to European dictatorships. The debate then acquired an international dimension. In the "ideological rearmament of America" on the eve of World War II, social scientists criticized Nazi racism but at the same time stressed how racism was also deeply rooted in America. This is a fresh and provocative look at the parallels between the emergence of America as a world power and the maturing of the new discipline of social science.
This book disrupts the way practitioners and academic scholars think about crowds, crowdsourcing, innovation, and new organizational forms in this emerging period of ubiquitous access to the internet. The authors argue that the current approach to crowdsourcing unnecessarily limits the crowd to offering ideas, locking out those of us with knowledge about a problem. They use data from 25 case studies of flash crowds — anonymous strangers answering online announcements to participate in a 7-10 day innovation challenge — half of whom were unleashed from the limitations of focusing on ideas. Yet, these crowds were able to develop new business models, new product lines, and offer useful solutions to global problems in fields as diverse as health care insurance, software development, and societal change. This book, which offers a theory of collective production of innovative solutions explaining the practices that the crowds organically followed, will revolutionize current assumptions about how innovation and crowdsourcing should be managed for commercial as well as societal purposes.