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The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.
This book concerns how employees consider their work lives, how well they fit their jobs, the work setting, other people, and what is important and valued in their organizations. Perspectives on Organizational Fit, a new book in SIOP's Organizational Frontiers Series, takes a scholarly look at fit in organizations: the relationship between individu
Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.
This book shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of ‘authenticity’ has been in vogue since the times of Greek philosophy, but it wasn’t until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a Foreword written by William L. Gardner, one of the original scholars on authentic leadership.
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
CEO succession represents a challenge for many companies. The leadership style of the new CEO impacts employees’ attitudes which, in turn, might be biased by the comparison employees make with their previous CEO. Cristina Pratelli investigates how and why leadership style (dis)similarity between the predecessor and the successor develops and affects successor leadership effectiveness. After a literature review and a theoretical model, she presents results from a quantitative study with SMEs in Switzerland as well as a qualitative multiple-case study with family businesses based in Germany, Italy, and Switzerland. This work offers new insights into CEO selection, leadership development, and the effectiveness of organizations.
This accessible and comprehensive textbook is designed specifically to develop students' understanding of leadership in a variety of contexts. Assuming no prior executive experience, the book combines a wealth of diverse case studies with an engaging writing style to illustrate the practical application of leadership theory in the real-world.
This brand new and innovative core textbook fuses topics from the related fields of organizational behaviour and human resource management to provide new insight into the interconnectedness of these important and complementary areas. The text takes an integrated and dynamic approach to the study of how work and people are organized and puts the human at the centre of human resource management and organizational behaviour. The accessible student-centred focus and wide range of learning features makes the book an ideal course text for students at all levels. Combining a strong applied approach with a concise and jargon-free writing style, this book will help readers to understand underlying principles and apply them to their future careers as managers and HR practitioners. This textbook caters for undergraduate, postgraduate and MBA students studying modules that synthesise human resource management and organizational behaviour topics. It is also an ideal text for those studying any HRM module that takes an applied approach. Accompanying online resources for this title can be found at bloomsburyonlineresources.com/people-management-and-organizations. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.