This book describes and analyzes how seven major high-tech industries evolved in the United States, Japan, and Western Europe. The industries covered are machine tools, organic chemical products, pharmaceuticals, medical devices, computers, semiconductors, and software. In each of these industries, firms located in one or a very few countries became the clear technological and commercial leaders. In a number of cases, the locus of leadership changed, sometimes more than once, over the course of the histories studied. The focus of the book is on the key factors that supported the emergence of national leadership in each industry, and the reasons behind the shifts when they occurred. Special attention is given to the national policies that helped to create or sustain industrial leadership.
Provides executive leadership teams with information, tools, and advice they need to lead their organizations into the "future of work," characterized by transformative, smart, and connected technologies already under way, including artificial intelligence, the Internet of things, and automation. The technological and economic forces of the fourth industrial revolution (4IR) are shifting organizations in radical new directions. Automation is taking place not only in factories but in retail environments, and it is not just powerful or precise: it is intelligent, and it learns. Leaders must learn to rely on new sources of data, analytics, and intelligence in their efforts to anticipate emerging trends, forecast unforeseen consequences, make sense of systems and complexity, communicate constantly, build strong networks based on trust, and ultimately, win a following. Future-Ready Leadership is an invaluable resource for leaders and leadership educators seeking to transform 4IR trends into a source of collaborative (as opposed to competitive) advantage. A blueprint for reshaping the future of work, the book meets readers' "awareness need" by exploring cutting-edge research on technology's impact on the workplace. Each chapter uses data to set up a specific future of work leadership challenge, offering readers practical solutions and advice, actionable recommendations, and tools for reflection and action that can be put into practice right away.
From taxi rides, hotel stays, car driving, to communicating and paying, everything we knew as normal has changed beyond recognition. To lead effectively in today’s brave new world, you have to question EVERYTHING. For the first time in human history, knowledge is free and almost every boundary to communication has been lifted. This open source world has permanently altered the business landscape. And you can count on the fact that the pace of change will only accelerate. Yet... companies still rely on management tools and practices that were, at best, mildly effective in their heyday. In Open Source Leadership, Rajeev Peshawaria reveals the vision, insight, and practices he has used to help some of today’s largest and most influential organizations meet the open source world head on. It all starts with asking the right questions: What’s the most effective leadership style in a world of 24/7 connectivity? How has the very concept of leadership changed in the open source era? How do you inspire and reward performance in the “gig economy?” How do you measure engagement and effectively address the gaps? How can you lead innovation--quickly and continuously? Peshawaria reveals the answers to these questions--and they will surprise you. Based on his company’s groundbreaking research spanning 28 countries, he concludes that traditional industrial age thinking needs a massive upgrade to successfully navigating the brave new world of business. Open Source Leadership rewrites the rules of management, giving you a unique look at the most common misperceptions, illusions, and downright wrong information you’ve been getting about what works and what doesn’t. It provides a new, counterintuitive model for seizing competitive edge in any industry. Among other issues the book argues convincingly that “positive autocracy” must replace democratic leadership; talent and innovation are abundant not scarce; early identification of high-potentials is counter-productive; and setting employees free to do as little as they want will increase productivity.
Do people see you as the kind of leader you want to be? Are your strongest leadership qualities getting in the way of your greatness? After decades of advising and inspiring some of the most eminent chief executives in the world, Lolly Daskal has uncovered a startling pattern: within each leader are powerful abilities that are also hidden impediments to greatness. She’s witnessed many highly driven, overachieving leaders rise to prominence fueled by well-honed skill sets, only to falter when the shadow sides of the same skills emerge. Now Daskal reveals her proven system, which leaders at any level can apply to dramatically improve their results. It begins with identifying your distinctive leadership archetype and recognizing its shadow: ■ The Rebel, driven by confidence, becomes the Imposter, plagued by self-doubt. ■ The Explorer, fueled by intuition, becomes the Exploiter, master of manipulation. ■ The Truth Teller, who embraces candor, becomes the Deceiver, who creates suspicion. ■ The Hero, embodying courage, becomes the Bystander, an outright coward. ■ The Inventor, brimming with integrity, becomes the Destroyer, who is morally corrupt. ■ The Navigator, trusts and is trusted, becomes the Fixer, endlessly arrogant. ■ The Knight, for whom loyalty is everything, becomes the Mercenary, who is perpetually self-serving. Using psychology, philosophy, and her own experience, Daskal offers a breakthrough perspective on leadership. She’ll take you inside some of the most cloistered boardrooms, let you in on deeply personal conversations with industry leaders, and introduce you to luminaries who’ve changed the world. Her insights will help you rethink everything you know to become the leader you truly want to be.
Disruptions are being caused in the workplace due to the development of advanced software technology and the speed at which these technological advancements are being produced. These disruptions could take diverse forms and affect various aspects of work and the lives of entities in the workplaces and families of the individual employees. Work and family are caught in the crossfire between technological disruptions and human adaptation. Hence, there is a need to assess the overall effect that the Fourth Industrial Revolution would have on work, employee work-family satisfaction, and employee well-being. Future of Work, Work-Family Satisfaction, and Employee Well-Being in the Fourth Industrial Revolution is a critical reference source that discusses practical solutions and strategies to manage challenges and address fears regarding the effect of the Fourth Industrial Revolution on the future of employment and the workforce. Featuring research on topics such as corporate governance, job satisfaction, and mental health, this book is ideally designed for human resource professionals, business managers, industry professionals, government officials, policymakers, corporate strategists, consultants, work-life balance experts, human resources software developers, business policy experts, academicians, researchers, and students.
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.
As the business community has learned through the COVID-19 pandemic, it’s more important than ever for leaders to anticipate and plan for the possibility of an unplanned disruptive event. The more prepared you are to manage shocks, the less likely you’ll fall victim to the serious harm a crisis has the potential to inflict. Crisis management is one of several interrelated core disciplines comprising enterprise risk management, along with emergency preparedness, disaster response, business continuity planning, supply chain risk mitigation, and cyber liability prevention. Crisis management practices can help lessen the magnitude of emergencies and disasters while decreasing the uncertainty and anxiety associated with these events. This book provides insights into an understanding of leadership in a new era of radical uncertainty and disruption brought about by other challenges such as climate change, financial crises, terrorism, demographic changes in the labor market, health/disease risk from the pandemic, and rapid developments in innovative digital technologies and its impact on transformation at the workplace.
