Total Leaders 2 0

Total Leaders 2.0 is the twenty-first-century's quick guide to leadership and successful change. It places the best thinking of several dozen, cutting-edge leadership and change gurus of the past two decades into an integrated, compelling, easily understood, and practical leadership framework: the Total Leader 2.0 Model. The model's five domains and fifteen performance roles enable leaders in any field of endeavor to systematically address the challenges of organizational change in today's technologically-driven, dramatically changing world-what the book's first two chapters vividly describe as the Age of Empowerment. This new edition of the widely read Total Leaders book: 1) significantly deepens the theoretical grounding and applicability of the original Total Leader Model, and 2) expands its connection to other significant dimensions of leadership, professionalism, personal empowerment, learning, life, and change. This book provides education leaders with a powerful 'outside the box' perspective on today's pressing educational issues and a systematic process-called strategic design-for moving their organizations from an Industrial Age grounding to an Age of Empowerment way of educating for the twenty-first century.

These volumes provide an authoritative reference resource on leadership issues specific to women and gender, with a focus on positive aspects and opportunities for leadership in various domains.

Among the most socially and personally vocal archaeological remains on the North American continent are the massive and often complexly designed earthen architecture of Hopewellian peoples of two thousand years ago, their elaborately embellished works of art made of glistening metals and stones from faraway places, and their highly formalized mortuaries. In this book, twenty-one researchers in interwoven efforts immerse themselves and the reader in this vibrant archaeological record in order to richly reconstruct the societies, rituals, and ritual interactions of Hopewellian peoples. By finding the faces, actions, and motivations of Hopewellian peoples as individuals who constructed knowable social roles, the authors explore, in a personalized and locally contextualized manner, the details of Hopewellian life: leadership, its sacred and secular power bases, recruitment, and formalization over time; systems of social ranking and prestige; animal-totemic clan organization, kinship structures, and sodalities; gender roles, prestige, work load, and health; community organization in its tri-scalar residential, symbolic, and demographic forms; intercommunity alliances and changes in their strategies and expanses over time; and interregional travels for power questing, pilgrimage, healing, tutelage, and acquiring ritual knowledge. This book is useful to scholars, graduate students, and advanced undergraduates interested in the workings and development of social complexity at local and interregional scales, recent theoretical developments in the anthropology of the topics listed above, the prehistory of eastern North America, its history of intellectual development, and Native American ritual, symbolism, and belief.

A new theory of balanced leadership in projects Leadership is not static. Instead, authority in projects shifts dynamically between project managers, individual team members, and sub-teams, depending on the situation. Leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, balanced leadership ensures the best suitable approach is used in any given situation. Based on an award-winning global program of research studies, Balanced Leadership is a thorough investigation of balanced leadership in projects. Ralf Müller, Nathalie Drouin, and Shankar Sankaran present a project-specific leadership approach as well as a theory of balanced leadership, and the situations in which different strategies are required. They also outline the five building blocks that enable balanced leadership: nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, and leadership transition. The book explains the coordination of these building blocks through the socio-cognitive space shared by project manager and team. Using real-life case studies and clear examples, this book offers a new way of considering and utilizing dynamic leadership in project settings.

"This book explores the experiences of the Chief Information Officer in the United States, Taiwan, and New Zealand looking at interaction with other parts of the organization, as well as external relationships with vendors and suppliers.

To many people, the words ‘leader’ and ‘humble’ are not natural bedfellows. Yet once they have grasped the definition most employees desire a humble leader, while a majority of managers believe they already are one. What appears deceptively simple is trickier than expected. Narcissism, lack of perception, fixed mindsets, and neuronal default settings are only a few of the stumbling blocks on the path to humility. What exactly is this sought-after humility? Humility consists of four key elements: 1) Seeing one’s own strength and weaknesses and revealing them where needed for the bigger picture; 2) Appreciating others for what they are, do now and can do; 3) Being open and willing to learn; 4) Understanding that we are all only a small part of a larger picture, easily replaceable and favored by luck and circumstance. Therefore, humility has nothing to do with being weak or hiding the light under the bushel. Instead, it is about clarity, taking a step back from one’s ego and thus being able to serve the greater picture. The author’s own research with more than 2,000 managers contributes to the canon of positive effects of humility that have been measured by dozens of researchers during the last decade. Humility benefits employees (ranging from better performance, more innovation, stronger resilience to better client relations, and stronger morals), the organization (ranging from better ambidextrous strategies, a better culture to fewer sunk costs) and the managers themselves (ranging from more seen leadership potential to less stress and better relationships with employees). Dozens of case studies, quotes from more than 150 interviews with top managers, lively storytelling of real-life examples, and solid research with actionable take-aways, plus personal assessments, make this an eminently readable and practical book for managers worldwide.

The successfully proven alternative system for relevant business reporting through performance management Performance-Based Reporting shows businesses how traditional accounting fails to provide meaningful measures for performance and presents radically innovative and thoroughly tested methods for performance-oriented management, assessment, and reporting. Twenty-five years in the making, this helpful book also presents The Baseline Approach to management, assessment, and reporting-composed of eighty-percent accounting-free methods. Performance-Based Reporting presents the culmination of intense experiments involving more than 1,500 businesses and over 4,000 executives. It definitively proves the need for new tools for realistic business planning and management in an unpredictable world. These tools already exist, and this helpful guide walks readers through the process of implementing them to help firms improve their ability to predict the direction they should take in the future.