Open Leaders

This book analyses the determinants behind the openings in party leader selection rules (leaders' selectorate) in 10 Western European countries and more than 55 parties between the mid-1980s and the mid-2010s. Presenting a novel and revealing theoretical and empirical framework, it tackles the impact of party change and the personalisation of politics, specifically using data coming from the first expert survey on the personalisation of politics in Western Europe; the PoPES. A quantitative analysis is paired with more in-depth explorations of two Italian parties (the Italian Communist Party - Democratic Party of the Left; the Northern League) and the (missed) opening of their leader selectorate. This book highlights the critical importance of studying party leader selection rules against the backdrop of allegedly declining parties and rising party leaders and concludes by placing its findings in a broader discussion about the future of Western European party leaders. This book will be of key interest to scholars and students of political parties and party systems, leadership, political elites, elections, democracy, and more widely of Western European politics and comparative politics.

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.

Leadership is an ill-defined domain, drowning in abstract theories and models of expertise. School leadership suffers from this lack of a satisfactory and useful definition of leadership, and has of late been drawn in to generic approaches to school improvement which have left the workforce feeling anything but `well led'. How do we put `substance' back in to school leadership? This book draws on the lessons of cognitive science and explores the specific things that school leaders do, arguing for a notion of school leadership rooted in the realities of leaders' daily experiences. It presents a case for how school leaders can develop their expertise and, in doing so, places domain-specific knowledge at the heart of school improvement efforts.

In the follow up to his book 'On the Other Side of Broken', Brian explores the ever-evolving, ever-growing link between leadership and mental health. His proposition is a simple one - that leaders who care about the health, wellness, balance, and success of their teams should strive to be 'Capital-L' Leaders. Capital-L Leadership is driven by people, not profit, and 21st century leaders who fail to acknowledge the increasing impact of mental health issues on their teams will inevitably lose the confidence and trust of those they have the privilege to lead. Through real-life lessons and experiences, including an on-duty injury in February 2018, Brian defines Capital-L Leadership and illustrates the importance of honouring mental health by powerfully interacting with those you lead (through good times and bad) in work, play, and life.

The world is in a race against time to achieve the United Nations Sustainable Development Goals (UN SDGs) by 2030. Despite global efforts to address these ambitious goals, progress remains uneven, and significant gaps persist. Women are often underrepresented and underutilized in leadership positions, yet they possess untapped potential to be formidable forces of change. The Role of Female Leaders in Achieving the Sustainable Development Goals is an exploration into the role of female leaders in overcoming the challenges that hinder the realization of the UN SDGs. It makes clear that the reality of achieving these goals requires a seismic shift in leadership dynamics, with women at the forefront of this transformative journey. The Role of Female Leaders in Achieving the Sustainable Development Goals introduces readers to a diverse array of women leaders who have been instrumental in driving progress towards the UN SDGs. Their stories serve as sources of inspiration for academics, corporate executives, non-governmental organization (NGO) leaders, and government officials, showcasing the tangible impact women can have when given the opportunity to lead. The book is a call to action, urging women to step into leadership roles across academia, corporations, civil society, and government, thereby expediting the achievement of the United Nations development goals.

This book studies party leaders from selection to post-presidency. Based on data covering a large set of Western countries, and focusing on the trends of personalisation of politics, the volume is one of the first empirical investigations into how party leaders are elected, how long they stay in office, and whether they enter and guide democratic governments. It also provides novel data on how leaders end their career in a broad and diverse range of business activities. Topics covered include political leaders’ increasing autonomy, their reinforcement of popular legitimation, often through the introduction of direct election by party rank and file, and their grip on party organization. The book will appeal to students and scholars interested in political parties, political leadership, the transformation of democracy, and comparative politics.

This book provides a valuable addition to the policing literature by detailing the backgrounds and histories of seven important police leaders: Teddy Roosevelt, August Vollmer, O.W. Wilson, Penny Harrington, Bill Bratton, Chuck Ramsey, and Chris Magnus. Seven Highly Effective Police Leaders teaches important history, highlighting the impact on the evolution of American policing by academia and social science. Each historical biography demonstrates the importance of each leader’s decision-making and how it continues to shape the future of U.S. law enforcement. Readers are informed about each police leader’s background and how their leadership was shaped by the political and historical environments in which they led. The book is useful for educational courses in policing, American history, leadership, and strategic planning. Additionally, the general public will find this book insightful regarding contemporary mass social justice protests linked to the unique history of the United States.

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.