國立虎尾科技大學 |

Leading When You're Not the Boss = How to Get Things Done in Complex Corporate Cultures /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Leading When You're Not the Boss/ by Roger Strathausen.
其他題名:	How to Get Things Done in Complex Corporate Cultures /
作者:	Strathausen, Roger.
面頁冊數:	XV, 126 p. 14 illus.online resource. :
Contained By:	Springer Nature eBook
標題:	Leadership. -
電子資源:	https://doi.org/10.1007/978-1-4842-1748-1
ISBN:	9781484217481

Leading When You're Not the Boss = How to Get Things Done in Complex Corporate Cultures /
Strathausen, Roger.

Leading When You're Not the BossHow to Get Things Done in Complex Corporate Cultures /[electronic resource] :by Roger Strathausen. - 1st ed. 2015. - XV, 126 p. 14 illus.online resource.

Change, As Planned and As Happens: A Plea for Human Values -- Leader, Know Thyself -- Management Unplugged: Modulating to a Post-Management Key -- Alpha Dogs -- Let Talent Lead! Fostering Situational Leadership within Self-Organizing Teams -- Lateral Leadership -- Guiding Lost Giants: A Post-Management Strategy for Adapting Jobs to Talents -- Why Are We Here.

Answer the questions that arise when managers and workers need to adjust to unfamiliar leadership roles and rules in flattened organizational forms. Leading When You’re Not the Boss provides a conceptual framework that you can apply when assessing your own organizations and work. The book discusses the underlying ideas necessary for a shift from a culture of hierarchies to one of relationships and the establishment of intrapreneurial and holistic work environments. This book supports the trend in many corporations toward flattening parts of their traditional top–down hierarchical management systems into more egalitarian, democratized, and distributed organizational forms. It analyzes the weaknesses of "management" culture at a time of ever more rapid change and complexity in the business world and illustrates how flattened organizational units increase agility, innovation, and efficacy. Moreover, it discusses how individuals can exercise effective leadership despite lacking the command-and-control authority of conventional bosses and ways for organizations to cultivate effective "post-management" cultures. Especially in the technology sector, large projects have become too complex to be mastered by any single leader. Drawing on his experience as a senior manager and executive consultant for a number of Fortune Global 500 companies, Roger Strathausen analyzes the situations and benefits that motivate companies to adopt flattened organizational forms. He shows that empowering a multi-talented group to manage itself by horizontal cooperation can deliver products with more speed, efficiency, innovation, and nimbleness than a solo boss could, while yielding higher employee productivity and retention rates. With an entertaining mix of real-world examples and an episodic HBR-style fictitious case study, the author illustrates throughout the book how his leadership lessons can be serviceable only when intelligently tailored to the dynamic complexities of specific situations, including the personalities and competencies of the people involved. What You'll Learn How to tailor the techniques of shared leadership to specific business situations rather than treating them as iron rules How to flourish in nonhierarchical and ambiguously-hierarchical organizational contexts that encourage individual initiative for the joint benefit of the enterprise and personal professional growth How success and fulfillment at work are enhanced by organizational forms in which participants assess the situational relevance of their respective talents and actively apply them to group objectives in lateral cooperation with peers, as opposed to passively receiving orders from appointed bosses Who This Book Is For The primary readerships for this book are business leaders and managers at all levels in corporations and non-managerial professionals who work in self-directed teams. The secondary readerships are practitioners, consultants, and academics interested in the topics of human resources, organizational design, and the future of work.

ISBN: 9781484217481

Standard No.: 10.1007/978-1-4842-1748-1doiSubjects--Topical Terms:

562584
Leadership.

LC Class. No.: HD28-70

Dewey Class. No.: 658.4092

Leading When You're Not the Boss = How to Get Things Done in Complex Corporate Cultures /
LDR:04726nam a22003855i 4500 001 967623
003 DE-He213
005 20200919062130.0
007 cr nn 008mamaa
008 201211s2015 xxu| s |||| 0|eng d
020 $a 9781484217481 $9 978-1-4842-1748-1
024 7 $a 10.1007/978-1-4842-1748-1 $2 doi
035 $a 978-1-4842-1748-1
050 4 $a HD28-70
072 7 $a KJC $2 bicssc
072 7 $a BUS041000 $2 bisacsh
072 7 $a KJC $2 thema
082 0 4 $a 658.4092 $2 23
100 1 $a Strathausen, Roger. $4 aut $4 http://id.loc.gov/vocabulary/relators/aut $3 1069044
245 1 0 $a Leading When You're Not the Boss $h [electronic resource] : $b How to Get Things Done in Complex Corporate Cultures / $c by Roger Strathausen.
250 $a 1st ed. 2015.
264 1 $a Berkeley, CA : $b Apress : $b Imprint: Apress, $c 2015.
300 $a XV, 126 p. 14 illus. $b online resource.
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
347 $a text file $b PDF $2 rda
505 0 $a Change, As Planned and As Happens: A Plea for Human Values -- Leader, Know Thyself -- Management Unplugged: Modulating to a Post-Management Key -- Alpha Dogs -- Let Talent Lead! Fostering Situational Leadership within Self-Organizing Teams -- Lateral Leadership -- Guiding Lost Giants: A Post-Management Strategy for Adapting Jobs to Talents -- Why Are We Here.
520 $a Answer the questions that arise when managers and workers need to adjust to unfamiliar leadership roles and rules in flattened organizational forms. Leading When You’re Not the Boss provides a conceptual framework that you can apply when assessing your own organizations and work. The book discusses the underlying ideas necessary for a shift from a culture of hierarchies to one of relationships and the establishment of intrapreneurial and holistic work environments. This book supports the trend in many corporations toward flattening parts of their traditional top–down hierarchical management systems into more egalitarian, democratized, and distributed organizational forms. It analyzes the weaknesses of "management" culture at a time of ever more rapid change and complexity in the business world and illustrates how flattened organizational units increase agility, innovation, and efficacy. Moreover, it discusses how individuals can exercise effective leadership despite lacking the command-and-control authority of conventional bosses and ways for organizations to cultivate effective "post-management" cultures. Especially in the technology sector, large projects have become too complex to be mastered by any single leader. Drawing on his experience as a senior manager and executive consultant for a number of Fortune Global 500 companies, Roger Strathausen analyzes the situations and benefits that motivate companies to adopt flattened organizational forms. He shows that empowering a multi-talented group to manage itself by horizontal cooperation can deliver products with more speed, efficiency, innovation, and nimbleness than a solo boss could, while yielding higher employee productivity and retention rates. With an entertaining mix of real-world examples and an episodic HBR-style fictitious case study, the author illustrates throughout the book how his leadership lessons can be serviceable only when intelligently tailored to the dynamic complexities of specific situations, including the personalities and competencies of the people involved. What You'll Learn How to tailor the techniques of shared leadership to specific business situations rather than treating them as iron rules How to flourish in nonhierarchical and ambiguously-hierarchical organizational contexts that encourage individual initiative for the joint benefit of the enterprise and personal professional growth How success and fulfillment at work are enhanced by organizational forms in which participants assess the situational relevance of their respective talents and actively apply them to group objectives in lateral cooperation with peers, as opposed to passively receiving orders from appointed bosses Who This Book Is For The primary readerships for this book are business leaders and managers at all levels in corporations and non-managerial professionals who work in self-directed teams. The secondary readerships are practitioners, consultants, and academics interested in the topics of human resources, organizational design, and the future of work.
650 0 $a Leadership. $3 562584
650 0 $a Personnel management. $3 554912
650 1 4 $a Business Strategy/Leadership. $3 796119
650 2 4 $a Human Resource Management. $3 784571
710 2 $a SpringerLink (Online service) $3 593884
773 0 $t Springer Nature eBook
776 0 8 $i Printed edition: $z 9781484217474
776 0 8 $i Printed edition: $z 9781484217498
856 4 0 $u https://doi.org/10.1007/978-1-4842-1748-1
912 $a ZDB-2-SBE
912 $a ZDB-2-SXBM
950 $a Business and Economics (SpringerNature-11643)
950 $a Business and Management (R0) (SpringerNature-43719)