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How is evolution in the global economy affecting managerial roles and responsibilities? Tushman: Not only has the pace of change quickened, but as organizations become more global, their ability to exert leverage on suppliers is growing. Consider one firm we've worked with, an international consortium of independent gas companies.
Recently, one of their valued global customers told them that dealing separately with their member companies in seventeen countries had become a burden, so they were calling for a single integrated solution. If organizations are to survive long-term, managers must learn how to create organizational architectures that can be, at once, centralized and decentralized, small and large, local and global-in other words, ambidextrous organizations.
O'Reilly: From another viewpoint, sustainable competitive advantage is diminishing because, increasingly, firms can locate plants anywhere, and call on human, financial, and other resources without regard for locale. Tushman: First, let's define what we call 'organizational architecture.
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It is the firm's hardware and software that must be integrated to swiftly execute evolving business strategies. In successful firms, we find all of these elements changing simultaneously. Naturally, it becomes a very complex management task. O'Reilly: I think that unquestionably it's the tendency for many companies to develop a strong comfort level based on current success. They often become complacent, almost arrogant, about their success. They focus solely on doing what they now do better, rather than building the foundations for what they'll need to be doing when the world around them has substantially changed.
Tushman: In Leading Change and Organizational Renewal , we begin by helping managers to recognize inertia within their own organizations, and to understand its root causes. But, we don't stop there. We also give them a set of pragmatic tools and skills for managing change and creating the sort of ambidextrous organizations we described earlier. How is the program structured to facilitate learning and the acquisition of new skills? Tushman: We employ a combination of approaches throughout the program to maximize learning outcomes.
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Transformational Leadership: How Leaders Change Teams, Companies, and Organizations
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Wish list 0. Your Wish List is empty. Existing Customer Sign In Email. Create Your Account Already have an Account? Create Account. Course No. Professor Michael A. Share This Course. Choose a Format. Streaming Included Free. Audiobook available exclusively on Audible. Chief among the specific skills of transformational leadership are establishing a compelling vision, persuading and influencing others who may not agree with you, motivating people who may be wary of changes in the status quo, building an effective team that can manage and institutionalize change, and sparking innovative thinking.
Discover the Four Key Modules of Great Leadership Unlike management, which focuses on achieving consistent and reliable results, transformational leadership focuses on producing change —sometimes very substantial or even radical change. Establishing direction: Great leaders not only cultivate attractive and profitable visions for the future of teams, companies, and organizations, they develop solid strategies for achieving goals and results.
Aligning people: Great leaders have the ability to bring different groups together for a shared purpose by communicating the direction, building a shared sense of understanding, getting people to believe in their vision, and persuading people to enact key strategies. Motivating and inspiring others: Great leaders surmount potential roadblocks on the path to change by energizing people and satisfying their core needs, including achievement, belonging, recognition, self-esteem, and a desire for control over their lives. Models of Leadership: The study of leadership has evolved throughout the years, with several prominent schools of thought providing contrasting perspectives on how to approach and understand the subject.
Here, you'll survey the major models of leadership and learn how they address critical issues such as human behavior, power and influence, long-term goals, and charisma. The Change Process: Prompting change at the group or organizational level is rarely easy, but that doesn't mean it can't be mastered.
This second module focuses on understanding and avoiding resistance to change, working with the rational and emotional sides of those people under your charge, and finding ways to solidify and institutionalize change into the culture of a group or organization. Critical Skills and Capabilities: Becoming a stronger leader requires a mastery of several essential skills that have the power to turn good leaders into great leaders. Some of the major skills and capabilities you examine in this module include motivation, power, persuasion, negotiation, and teamwork—and for each of them, you'll get a host of tips and techniques to apply to your own leadership style.
Creativity, Innovation, and Learning: For leaders to have a lasting impact, they need to tap into the strengths of creative thinking, dynamic innovation, and organizational learning. This last module is devoted to these three dimensions of transformational leadership, and it's filled with a wealth of information on everything from after-action reviews and systems thinking, to group flow and open innovation, to mentoring and leadership development.
Discover the Transformational Leader's Tool Kit Central to Transformational Leadership are the skills, techniques, concepts, and strategies you can put to use in your own role as a leader or in other aspects of your professional career. Here are just four of the many skills you'll learn with the help of Professor Roberto. How to best frame organizational change: How you "frame" a change can matter a great deal with regard to whether it's resisted.
Labeling a strategic issue as a threat, instead of an opportunity, tends to decrease the amount of involvement and participation of lower-level members in a team or organization. How to cultivate allies: Cultivating allies is a way to create and accumulate resources that can be valuable for years. First, you need to recognize who these individuals are. Then, you can develop alliances by making promotions and appointments, providing resources, doing favors, sharing credit, and making others feel important.
How to make change stick: Abstraction is the enemy of any change effort, so to make change last, transformational leaders have to make the concept real for people. This can be done by emphasizing specifics, tapping into people's emotions, and using personal stories. How to shape your negotiating environment: When negotiating with others, shape your environment by setting specific ground rules, breaking up the process to focus on "low-hanging fruit" first, and always getting others to see the value of building a long-term professional relationship.
Learn from a Professor with Real-World Experience Educated at Harvard Business School, Professor Roberto is a masterful lecturer, one whose career in leadership studies and education has earned him a host of awards, including the Allyn A. Hide Full Description. Average 31 minutes each. Begin the course with a look at the need for stronger, more transformational leaders in today's world. Then, delve deeper into the ideas and principles behind situational leadership, adaptive leadership, and other approaches to this powerful responsibility and the ways they can shape and define an organization's success.
Using legendary CEO Jack Welch's tenure at GE during the s and s as a case study, discover the true characteristics of a leader and gain a firm definition of effective leadership. Professor Roberto also debunks some myths about leadership and illustrates the important differences between a leader and a manager. In the first of two lectures on leadership models, investigate three prominent perspectives of thought on leadership: the traits perspective which focuses on individual attributes , the behavioral perspective which deals with five key personality traits , and the power-influence perspective which focuses on the amount and type of power a leader possesses.
Continue looking at other major theories of leadership that have emerged in recent years, each of which argues that the effectiveness of particular leadership approaches depends on contextual variables. The four you explore here are the Least Preferred Coworker model, the path-goal theory, the situational leadership theory, and the normative decision theory. What makes a leader charismatic? How does charisma define transformational and transactional leaders? Is it possible that a leader can have too much charisma? These are just a few of the many questions you'll find answers to as Professor Roberto unpacks the role of charisma in effective leadership.
It takes a successful leader to make others embrace change. Here, grasp the typical behavioral responses to change, learn how to provide others with a sense of control during moments of change, discover how to avoid the dangers of threat rigidity, and see the importance of reframing changes as powerful opportunities. Now investigate the actual process of change itself. After a brief look at the "unfreeze-change-freeze" model of change, walk through a powerful eight-step model for developing change, from establishing a sense of urgency step 1 to using multiple vehicles to communicate your vision step 4 to institutionalizing your new approaches step 8.
Direct the rider. Motivate the elephant. Shape the path. What do these three actions have to do with the change process? Find out as you look closer at experiments and case studies that demonstrate the inextricably linked roles of reason and emotion in creating and sustaining change. In this lecture, discover the art and craft of making change last. Learn about the four key processes by which you can avoid the "flavor of the month" syndrome chartering, learning, mobilizing, and realigning and six principles for getting ideas to stick simplicity, unexpectedness, concreteness, credibility, emotions, and stories.
Begin your focus on critical skills and capabilities of solid leadership by investigating the subject of extrinsic motivation, in which rewards and punishments including compensation drive behavioral change in a team or organization. Then, look closer at the limitations of external reward systems as well as guidelines for improving them. Switch now to key concepts and insights in intrinsic motivation, which transformational leaders can tap into as a means of enhancing their teams' performance.
Central to this lecture is an intriguing case study involving two teams working on a software project that illustrates the merits of working for intrinsic goals. What are a leader's sources of power, and how is it acquired and lost? How is a leader's power different from his or her authority?
Leading Change and Organizational Renewal
And what are the dangers and risks of too much power? These are three central questions about power and leadership that Professor Roberto answers here. We've all dealt with office politics at one point or another in our careers. Discover the secrets of successfully navigating organizational politics in order to make change happen.
Some of the strategies whose pros and cons you examine are framing, timing, information and analysis, structural change, and symbolic action. Effective leaders should never rely solely on formal authority; they should also be able to persuade. In the first of two lectures on persuasion, focus on two "weapons of influence": authority the necessity for people to obey authority figures and roles and commitment behaving in a manner consistent with prior actions. Turn now to four more "weapons of influence" you can use to persuade.
The success of reciprocation, social proof, the liking principle, and scarcity are rooted in, respectively, our need to repay in kind, our looking to others to determine what's appropriate, our duty to authority, and our fear of fewer opportunities. If you want to be a transformational leader, you have to know how to negotiate. In the first of two lectures on negotiation, investigate this indispensable skill's roots in theoretical games such as the Prisoner's Dilemma.
Also, learn which negotiating strategies can produce the best results. Discover value-claiming and value-creating behaviors that are integral to the negotiation process.
Your focus here is on unpacking Roger Fisher and William Ury's influential model for dispute resolution, which calls for a focus on interests over positions, an insistence on objective criteria, and much more. Professor Roberto shows you how to optimize the strength and productivity of your team. Explore the benefits and potential limitations of the five conditions for designing and leading a team: stability, a compelling shared direction, an enabling structure, a supporting organizational context, and expert coaching.
Team design is important—but good leaders also need to help teams develop and dodge conflict. Here, analyze the three key aspects of process leadership: creating a solid process for team development, dealing with "fault lines" that can potentially fragment your team, and combating groupthink.
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One of the most fundamental processes of change that any leader must master: learning. Your focus in this lecture is on important strategies of intelligence gathering. Explore the problems of pitfalls such as leading questions, group dynamics, and the unconscious mind; and learn how to hone your powers of observation.
Continue studying the importance of organizational learning with this insightful lecture on experience and experimentation. For the former concept, learn tips and strategies for improving after-action reviews; for the latter, learn how to best evaluate and learn from exploratory and hypothesis-testing experiments—especially failed ones. Another essential dimension of transformational leadership—the kind that makes you stand out from the competition—is creativity. Here, Professor Roberto dispels six myths about creativity, introduces you to the concepts of "blue ocean" opportunities and group flow, reveals the seven characteristics of effective creative collaboration, and more.
Delve into the secret benefits of open innovation and transparent research and development. Great leaders don't just lead—they develop tomorrow's leaders. Why is it important for organizations to grow their own leaders? What does effective leadership development entail? How have great companies used deliberate practice—practicing toward specific performance improvement goals—to mold future leaders?