Ronnie Lessem and Alexander Schieffer argue that this book provides the opportunity for the application of the first significant world-wide innovation in the way we manage since Drucker put management itself on the map in the 1950s.
Maureen O’Hara and Graham Leicester explore the competencies – the ways of being, doing, knowing and organising – that can help us navigate in complex and powerful times. They argue that these competencies are innate and within reach of all of us – given the right setting, plenty of practice and some gentle guidance. But they are seldom seen because they are routinely undervalued in today’s culture. That must change, the authors insist, and this book is intended to begin that change.
Read more on DANCING ATG THE EDGE: COMPETANCE CULTURE AND THE ORGANISATION IN THE 21ST CENTURY…
Douglas G. Long concentrates on individual, unit and organisational performance when an organisation is using a Third Generation Leadership approach. Leaders constantly seek high performance and high levels of staff engagement; but achieving either depends on the competence and commitment of individuals or groups.
With the latest theories on creative thinking, psychologist Ros Taylor investigates the pre-requisites needed in any organisation for creativity to flourish.
With a ground-breaking new study taking in 1000 participants from organizations around the world, Creativity at Work delivers astounding results, revealing common misconceptions around what creativity is and how it manifests itself and helping you to discover how to maximize your own unique approach to creativity.
Kim Chandler McDonald introduces readers to the global pioneers whose ideas and products have driven the changes that have revolutionised our world in every field.
Any organisation looking to succeed today – and tomorrow – must innovate. Innovation introduces the global pioneers whose ideas and products have driven the changes that have revolutionised our world in every field.
Read more on INNOVATION: HOW IN NOVATORS THINK, ACT AND CHANGE THE WORLD…
The stated mission of the police service is to ‘serve and protect’ the public. But a string of centrally imposed, top-down management ‘fixes’ has forced many officers to focus instead on serving the demands of a command-and-control hierarchy driven by dysfunctional performance measures, arbitrary targets and form-filling and to protect their own backs against blame. (Other public sector workers may recognise this environment.)
Read more on INTELLIGENT POLICING: HOW SYSTEMS THINKING METHODS ECLIPSE CONVENTIONAL PRACTICE…
G Edward Evans and Camila A Alire chart the rapidly changing sphere of information services. Management Basics for Information Professionals helps the reader build the basic skills good library managers must exercise. The authors offer an authoritative approach to the fundamental concepts of management while recognizing the diverse needs of different operating environments.
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THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE
In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
Read more on THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE…
G. Shawn Hunter explains how leaders can transform their organisation and move from being a part of the old “Information Age” to becoming a game-changer in the new “Creative Age”.
The author explains how organisations need to build new capabilities, new risk thresholds, and social ecosystems that foster emerging behaviors.
Read more on OUT THINK: HOW INNOVATIVE LEADERS DRIVE EXCEPTIONAL OUTCOMES…
In this book Prasad Kaipa and Navi Radjou provide a fresh and timely approach to nurturing wise, resilient, and flexible leadership in a world of growing complexity
Leaders tend to obstinately stick to the leadership style that brought them most success in the past, usually one of two extreme styles: functional leadership that focuses on operational excellence or smart leadership that focuses on growth. When a leader’s focus is too functional, the organization becomes introverted and can focus too much on bottom-line profitability while missing out on top-line growth opportunities. But when leaders focus too much on smart leadership, the organization may experience quick growth but lose its effectiveness quickly.
Read more on FROM SMART TO WISE: ACTING AND LEADING WITH WISDOM…
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