New Leadership Imperatives

Leaders and their organizations do not operate in a vacuum but both influence and are influenced by the environment. Today's business organizations are fast moving, uncertain, politicized, sustainability challenged and technologically fluid. This business climate requires new approaches to leadership. Some leaders will rise to the occasion, while others will struggle to adapt. New Leadership Imperatives explores the new challenges of leadership and discusses how leaders can help their organizations to successfully adapt to new conditions. Drawing on lessons from various fields—from military to sports to psychology and neuroscience—this book delves into the challenges leaders face, ranging from social polarization to geopolitical instability. This book aims to guide leaders in making the right choices for their teams, their organizations, their stakeholders, and society as a whole.

Leaders and their organizations do not operate in a vacuum but both influence and are influenced by the environment. Today's business organizations are fast moving, uncertain, politicized, sustainability challenged and technologically fluid. This business climate requires new approaches to leadership. Some leaders will rise to the occasion, while others will struggle to adapt. New Leadership Imperatives explores the new challenges of leadership and discusses how leaders can help their organizations to successfully adapt to new conditions. Drawing on lessons from various fields—from military to sports to psychology and neuroscience—this book delves into the challenges leaders face, ranging from social polarization to geopolitical instability. This book aims to guide leaders in making the right choices for their teams, their organizations, their stakeholders, and society as a whole.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

Are you the boss you need to be? You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers. You're not alone. As Harvard Business School's Linda Hill and manager and executive Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It requires trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey and instead just learn how to get by. At worst, they become terrible bosses. This essential book, now with a new preface, explains how to avoid that fate by mastering three imperatives: Manage yourself: Learn that management isn't about doing all the work on your own. It's about leading others to accomplish things with you as their guide. Manage your network: Understand how power and influence work in your organization, and build a network of mutually beneficial relationships to navigate your company's complex political environment Manage your team: Create a high-performing "we" out of all the "I's" who report to you. Packed with compelling stories and practical advice, Being the Boss is an indispensable guide not only for first-time managers but for all managers seeking to master the most daunting challenges of leadership.

Executive leadership faces new vulnerabilities. Many leaders privately concede them, but few are willing to talk publicly about them. "Unthinkable" events since 2014 have revealed a new leadership fragility at the highest levels. And the pace of change in 2017 shows that the uncertainties are greater than ever. Is this the "new normal?"Thinking The Unthinkable is an investigation into why leaders have appeared more unable or unwilling than ever to anticipate the biggest issues of our time.In an era of "wicked problems" why are current leadership behaviours and culture apparently not fit for purpose? What are the causes of so many failures in policy and strategic forecasting? Are they human frailties? Or are they systemic failures to embrace smartly new realities?Through hundreds of interviews and conversations, Nik Gowling and Chris Langdon have analysed the deep new challenges to the human capacity of leaders at the highest keels to accept, understand, embrace then handle the extraordinary processes of change and disruption. This essential book draws on the candid responses. The findings are scary and disconcerting.

Entering a new leadership role? Leading a reorganization or integrating teams? Get better results faster by building and implementing your 100-Day Action Plan Your first 100 days in a new leadership position are critical, as they set the foundation for your team's success going forward. The New Leader's 100-Day Action Plan helps you start gaining traction even before your first day in a new job. The playbook gives you a concrete strategy for getting a fast start—engaging the culture, setting direction, aligning the team, avoiding common missteps, and delivering results. This new fourth edition has been updated with new graphics and downloadable tools, and expanded with new information learned from real-world clients over the past twelve years. Many organizations, regardless of size, industry, or geography, realize that it is strategically imperative to effectively onboard leaders into new roles and combine teams during M&A and reorganization. New thinking for new teams provides ways to get quick results with key business initiatives, and new discussions on cultural fit and evolution to help you better contribute to your organization's success. Updated stories and case studies provide real-life glimpses at how successful leaders navigate tricky situations, and extensive online tools point you toward additional resources as the need arises. 40 percent of new leaders fail within the first eighteen months on the job. When a new leader drops the ball, it's at the expense of the team, the organization, and the leader's track record. Successful leaders start leading and delivering immediately. This book shows you how to start getting results right away and dramatically increase your chances for success—by systematically shaping your leadership with intent. Take control from the start Expect the surprises and avoid the mistakes Manage your message and shape culture Set direction and build an aligned leadership team Fuel momentum and deliver results Your new leadership role begins the moment you accept the offer, the deal is done, or the re-organization is announced. The New Leader's 100-Day Action Plan gives you a concrete framework for successful leadership and a clear roadmap to the critical first 100 days.

This innovative work combines the fields of e-tourism adoption and strategic management, and identifies the combination of antecedents of technology adoption by distilling factors to identify the key determinant of the adoption of the internet for sales and marketing purposes in small, owner-managed travel firms. While it focuses on travel firms in Jamaica, it examines the general issue of firm characteristics which are associated with adoption behaviour such as strategy and resources, as well as external factors such as culture and the digital divide. In addition to external and firm factors, personal factors such as ownership and leadership are explored at various stages of adoption. The findings indicate that the role of leadership is much more significant than has been previously posited, and this book therefore recommends a new theoretical model with practical implications for determining technology adoption.

In The Heroic Leadership Imperative, Scott T. Allison and George R. Goethals identify leaders who have succeeded in meeting all three categories of needs and they discuss such leaders' appeal by way of a unique integration classic and contemporary psychology relevant to understanding all facets of heroism and heroic leadership.