Performance is the key outcome of high morale, and the reason why it should be taken so seriously: with research gathered from some of the world's largest employee opinion databases and best academic centres, the authors lay out the morale-performance connection.
During World War I, when Captain J. T. MacCurdy, a Canadian psychiatrist and Cornell University lecturer, was despatched on a special mission to Britain, he undertook one of the earliest studies of war neuroses. The new factor was the availability of high explosives following Nobel’s discovery of dynamite in 1867 (nitroglycerin and diatomaceous earth) and developments thereof such as trinitrotoluene (TNT) and picric acid. High explosives were a boon to the mining and the civil engineer but inflicted terrible injuries on combatants. Shell shock—or, as we would now call it, post-traumatic stress disorder—resulted from extreme experiences on the battlefield, injury, concussion, being buried alive or simply the scale of the slaughter. This book, which was first published in 1943, contains the text of lectures delivered by Dr. J. T. MacCurdy to groups of officers from the army and the auxiliary women’s services early in WWII. MacCurdy, continuing on from his findings during WWI, discusses the nature of fear, the national factors at play in the creation and sustainability of morale with reference to the Allied and Axis powers, and the significance of psychological factors in practice in an organized community. “This intelligent, objective analysis of the nature of the psychological factor in war was intended for the British soldier, but its interest and application are universal.”—Foreign Affairs
Arguably no nation is as closely associated with the term morale as Great Britain. Yet this concept that seems so innate to the British people was carefully cultivated within many spheres of modern national life. In this first critical history of morale, Daniel Ussishkin asks how is it that modern Britons have come to regard morale as a category of conduct, vital for the success of collective effort in war and peace, and a mark of good, modern, and human managerial practice, appropriate for a democratic age. He narrates the intellectual, cultural, and institutional history of morale in modern imperial Britain: its emergence as a new concept during the long nineteenth century, its changing meanings and significations, and the social and political goals those who discussed, observed, or managed morale sought to achieve. Formalized as a new military disciplinary problem during the long nineteenth century, morale came to permeate nearly every civilian sphere of life during the era of the two world wars as a new way of managing human conduct. This book traces how it gradually emerged from a problem that was regarded as residual at best to one that was seen as the epitome of proper managerial practice, its institutional manifestations and promotion by myriad organizations and the social-democratic state, and its emergence as a potent political concept from Britain's social-democratic moment until the ascendancy of the New Right. Daniel Ussishkin's Morale tells the history of concept central to the management of war, business, and civic society not just in Britain but in modern culture writ large.
Practical advice for making the shift to your first leadership position The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they've been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience. Includes practical information for new managers who must supervise friends and former peers Authors are expert consultants who work with leaders at all levels Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goals This much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now.