The Leadership Machine describes the four fundamentals of management and leadership development:- The competencies/skills that matter for leading in new and different situations - How skills are developed - Who is best equipped to learn these skills - What it takes to make development work.
Many people think leadership is a higher calling that resides exclusively with a select few who practice and preach big, complex leadership philosophies. But as this practical book reveals, what’s most important for leadership is principled consistency. Time and again, small things done well build trust and respect within a team. Using stories from his time at Netscape, Apple, and Slack, Michael Lopp presents a series of small but compelling practices to help you build leadership skills. You’ll learn how to create teams that are highly productive, highly respected, and highly trusted. Lopp has been speaking and writing about this topic for over a decade and now maintains a Slack leadership channel with over 13,000 members. The essays in this book examine the practical skills Lopp learned from exceptional leaders—as a manager at Netscape, a senior manager and director at Apple, and an executive at Slack. You’ll learn how to apply these lessons to your own experience.
“Golway’s revisionist take is a useful reminder of the unmatched ingenuity of American politics.”—Wall Street Journal History casts Tammany Hall as shorthand for the worst of urban politics: graft and patronage personified by notoriously crooked characters. In his groundbreaking work Machine Made, journalist and historian Terry Golway dismantles these stereotypes, focusing on the many benefits of machine politics for marginalized immigrants. As thousands sought refuge from Ireland’s potato famine, the very question of who would be included under the protection of American democracy was at stake. Tammany’s transactional politics were at the heart of crucial social reforms—such as child labor laws, workers’ compensation, and minimum wages— and Golway demonstrates that American political history cannot be understood without Tammany’s profound contribution. Culminating in FDR’s New Deal, Machine Made reveals how Tammany Hall “changed the role of government—for the better to millions of disenfranchised recent American arrivals” (New York Observer).
With new coauthor Leslie Gonzales, Russ Marion maintains the tradition of well-balanced, well-researched, and lively discussions of classic and contemporary leadership theories and their applications. The extensively revised Second Edition adds coverage of leader-member exchange theory, sensemaking, group conflict, and critical race and critical feminist perspectives, as well as a fuller treatment of transformational leadership. The authors begin with a brief look at the pros and cons of general entity- and collectivist-based approaches to leadership, reflecting key debates in the leadership literature. Next, readers encounter the history and applications of specific entity-based theories, followed by a discussion of conflict theory, which provides an apt transition to the exploration of collectivist ideas. The book finishes with coverage of critical theory, institutionalism, and population ecologytheories that focus more on the organizational context for leadership than on leadership styles. Throughout this updated edition, the authors use metaphors and real-world examples from inside and outside educational contexts. Numerous figures, case studies, roundtable discussions, group activities, and reflective exercises engage readers and accelerate learning. Link Forward and Link Back sections reference upcoming or previous chapters to show that theories are dynamic. Leadership in Education, Second Edition, raises the bar for understanding and reinforcing practical applications of various theories in settings and situations that school administrators are likely to encounter.
In higher-ed, there is a widely-held myth that the smartest person in the room should lead. We take for granted that someone who is smart can lead, and when we don't take steps to prepare or develop our people for leadership positions, leaders are more likely to derail. This is a problem, because college and university leaders at all levels increasingly face complex challenges without easy solutions. They are navigating unknown territory. When we lead in the absence of a map, often we rely too heavily on what we already know or think we know well. We fall back on tradition, losing sight of the creativity and the risks we need to take now. We rely more heavily on "smartship" than leadership. We are especially prone to this tendency in higher education because of the unique weight we assign to hierarchy and tradition. This tendency leads to four destructive dynamics, and Pat Sanaghan's new book explores these four in depth and offers specific strategies for countering them. These four include: Derailment of the leader - wherein leaders are often promoted on the basis of academic prowess or past achievement but lack the management training, development, and support needed to succeed. Seduction of the leader - wherein leaders incorrectly believe they are receiving accurate intel about what is happening within their division. Arrogance - wherein we over-emphasize and reward individual achievement rather than encourage leaders to seek broad input and approach complex issues as a team endeavor. Micromanagement - wherein the risk averse culture of higher ed fosters leadership patterns that emphasize control and predictability rather than the risk taking, courage, and empowerment of one's people that leadership in today's higher education requires. EARLY REVIEWS FOR THE BOOK: "Pat Sanaghan has done an excellent job of identifying the unique characteristics of executive positions in higher education and offering a learning agenda that will assure success for university and college leaders. This book should be required reading for any president, and deserves a place on every leader's desk in higher education." - Bob Kustra, President Emeritus, Boise State University "Noting that the academy usually fails to select and prepare leaders with the right traits and experiences, Sanaghan's book is masterful at not only helping leaders prevent derailment and failure, but also at helping new and experienced leaders succeed. This is a wonderful keep-by-your-side manual for higher-ed leaders." - Rebecca Chopp, Chancellor, University of Denver
AN ECONOMIST BEST BOOK OF 2022 At a time when AI and digital platforms are under fire, Orly Lobel, a renowned tech policy scholar, defends technology as a powerful tool we can harness to achieve equality and a better future. Much has been written about the challenges tech presents to equality and democracy. But we can either criticize big data and automation or steer it to do better. Lobel makes a compelling argument that while we cannot stop technological development, we can direct its course according to our most fundamental values. With provocative insights in every chapter, Lobel masterfully shows that digital technology frequently has a comparative advantage over humans in detecting discrimination, correcting historical exclusions, subverting long-standing stereotypes, and addressing the world’s thorniest problems: climate, poverty, injustice, literacy, accessibility, speech, health, and safety. Lobel's vivid examples—from labor markets to dating markets—provide powerful evidence for how we can harness technology for good. The book’s incisive analysis and elegant storytelling will change the debate about technology and restore human agency over our values.
A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication It started two decades ago with CompStat in the New York City Police Department, and quickly jumped to police agencies across the U.S. and other nations. It was adapted by Baltimore, which created CitiStat—the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort by public executives to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up—all to improve government's performance. Here, Harvard leadership and management guru Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of a variety of public organizations employ the strategy—the way the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate blight in city neighborhoods, and what the Federal Emergency Management Agency does with its FEMAStat to ensure that the lessons from each crisis response, recovery, and mitigation are applied in the future. How best to harness the strategy's full capacity? The PerformanceStat Potential explains all.
An illuminating history and groundbreaking investigation tracing how a single trade organization turned itself into the most dangerous political weapon in America When Americans hear the words “Chamber of Commerce,” many still think of the local business associations that spruce up Main Streets and sponsor Little League teams around the country. But the United States Chamber of Commerce is a different animal altogether. The Chamber was originally founded to give big business a voice during the long—and now almost inconceivable—period in American history that saw the rise of workers’ rights, consumer protections, and environmental awareness as national priorities. But over time, driven by an antigovernment ideology and its desire for financial and political power, the Chamber metastasized into a fighting force designed to protect the worst excesses of American industry. The Chamber, through its veiled corporate sponsors, can take credit for some of the most disturbing trends in American life: the reversal of environmental protections, the destruction of unions and worker protections, the rise of virulent antigovernment ideology, the enlarged role of money in campaigns, and the creation of “astroturf” movements as cover for a corporate agenda. Through its propaganda, lobbying, and campaign cash, the Chamber has created a right-wing monster that even it struggles to control, a conservative movement that is destabilizing American democracy as never before. The Influence Machine tells this history as a series of gripping narratives that take us into the backrooms of Washington, where the battles over how our country is run and regulated are fought, and then out into the world, where we see how the Chamber’s campaigns play out in real lives. In the end, Alyssa Katz reveals the hidden weaknesses of this seeming juggernaut and shows how its antidemocratic agenda can be reversed. Praise for The Influence Machine “Important and probing . . . a valuable and a sobering contribution to the study of power in American society . . . Katz has assembled a work of synthesis and insight. . . . The chamber has, she argues, effectively countered the influence of labor unions and contributed to the widening economic divide in American society. Those points are made forcefully and backed up impressively.”—Los Angeles Times “An urgent look at the ‘political assault weapon’ that is transforming the country . . . [Katz] does invaluable work in tracing how the U.S. Chamber of Commerce has been a relentless engine for pressing a ‘business of enterprise unfettered by government.’ . . . An eye-opening, maddening read.”—Kirkus Reviews “With clarity and verve, but without polemic, investigative journalist Katz describes the U.S. Chamber of Commerce’s evolution into a many-armed behemoth. . . . [She] illustrates with several examples of how the organization has managed to influence courts, strong-arm Congress, cripple federal agencies, and sway the public with ‘voter education’ ads—and, more recently, it has exported cutthroat American business practices abroad.”—Publishers Weekly