What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority?This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake.This volume includes the work of:Bill George

This Harvard Business Review digital collection showcases the ideas of Rob Goffee and Gareth Jones, authors of Why Should Anyone Be Led by You? and Why Should Anyone Work Here? In ***Why Should Anyone Be Led by You?***, Goffee and Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. In ***Why Should Anyone Wor...

Imagine designing the best company on earth to work for . . .What would that company be like? How would you build and sustain it? As a leader, you need to know. In the past, businesses made people conform to the organization’s needs. But the old paradigm has shifted. Now leaders must transform their organizations so that they attract the right people, keep them, and inspire them to do their best work. How do you create a culture people want to belong to?In ...

Authenticity is the key to being an inspiring leader. But what does that really mean for your leadership, every day? Rob Goffee and Gareth Jones argue it takes "being yourself, in context, with skill," and show readers how to do it.New preface from the authors resetting the context and pointing to book's success and impact.Stimulating insights on authentic leadership.Compelling argument and framework for how to be an authentic leader.Engaging sto...

If your company is like most, it has a handful of people who generate disproportionate quantities of value: A researcher creates products that bankroll the entire organization for decades. A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications.Companies' competitiveness, even survival, increasingly hinge on such "clever peopl...

Too many companies are managed not by leaders but by mere role players and faceless bureaucrats. What would it take to replace these empty suits with real leaders—men and women who are confident in who they are and who truly inspire people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don't become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers' hearts...

Functional stupidity can be catastrophic. It can cause organisational collapse, financial meltdown and technical disaster. And there are countless, more everyday examples of organisations accepting the dubious, the absurd and the downright idiotic, from unsustainable management fads to the cult of leadership or an over-reliance on brand and image. And yet a dose of stupidity can be useful and produce good, short-term results: it can nurture harmony, encourage people to get on with the job ...

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.“The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.”Leaders cannot be creat...

You're a member of Generation X-the 30-to-44 age cohort. And you've drawn the short stick when it comes to work. The economy has been stacked against you from the beginning. Worse, you're sandwiched between Boomers (with their constant back-patting blather and refusal to retire) and Gen Y's (with their relentless confidence and demands for attention).You're stuck in the middle-of your life and between two huge generations that dote on each other.But you can move forward in ...

What makes a global corporation give away its prized intellectual property? Why are Ivy League universities allowing anyone to take their courses for free? What drives a farmer in rural Africa to share his secrets with his competitors?  A collection of hactivists, hobbyists, forum-users and maverick leaders are leading a quiet but unstoppable revolution. They are sharing everything they know, and turning knowledge into action in ways that were unimaginable even a decade ago. ...

One of Library Journal's Top Ten Business Books of the Year: The essentials of managing, from "one of the most original minds in management" ( Fast Company).Winner, Chartered Management Institute's Management Book of the YearOne of Strategy+Business magazine's top three management books of the yearOne of the Toronto Globe and Mail 's top ten business books of the yearOne of

Meaning, Inc. is about achieving happiness, motivation and performance at work for you and your organisation. Well-motivated people who are happy with their work and where they work are more likely to deliver high performance. People who work for organisations whose purpose they believe in are more likely to go the extra mile to help achieve that purpose. Yet modern organisations too often stifle the enthusiasm and skills of those who work for them. Instead of providing meaning, they preve...