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Libros sobre el tema "Organizational-level Leadership"

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Publicado: 6 de septiembre de 2023

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1

1946-, Dansereau Fred, Yammarino Francis J. 1954- y Ebooks Corporation, eds. Multi-level issues in organizational behavior and leadership. Bingley: Emerald Group Publishing, 2009.

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2

Thompson, Mike. The organizational champion: How to develop passionate change agents at every level. New York: McGraw-Hill Professional, 2009.

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3

C, Valesky Thomas, ed. Organizational behavior in education: Adaptive leadership and school reform. 9a ed. Boston, MA: Pearson/Allyn and Bacon, 2007.

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4

Owens, Robert G. Organizational behavior in education: Adaptive leadership and school reform. 8a ed. Boston: Pearson/A and B, 2004.

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5

Owens, Robert G. Organizational behavior in education: Instructional leadership and school reform. 7a ed. Boston: Allyn and Bacon, 2001.

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6

Blanchard, Ken et al. Leading at a Higher Level. Upper Saddle River: Prentice Hall, 2007.

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7

Mid-level management: Leadership as a performing art. Lanham, MD: University Press of America, 1986.

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8

Blanchard, Kenneth H. Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: FT Press, 2010.

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9

Blanchard, Kenneth H. Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: Pearson/Prentice Hall, 2007.

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10

Companies, Ken Blanchard, ed. Leading at a Higher Level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: FT Press, 2010.

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11

1954-, Yammarino Francis J. y Dansereau Fred 1946-, eds. The many faces of multi-level issues. Amsterdam: JAI, 2002.

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12

Browning, James William. Leading at the strategic level in an uncertain world. Washington, D.C: Dwight D. Eisenhower School for National Security and Resource Strategy, National Defense University, 2013.

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13

The performance pipeline: Getting the right performance at every level of leadership. San Francisco: Jossey-Bass, 2011.

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14

H, Blanchard Kenneth y Ken Blanchard Companies, eds. Leading at a higher level: Blanchard on leadership and creating high performing organisations. Harlow, England: Prentice Hall/Financial Times, 2007.

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15

Yammarino, Francis J. y Fred Dansereau, eds. Multi-Level Issues in Organizational Behavior and Leadership. Emerald Group Publishing Limited, 2009. http://dx.doi.org/10.1108/s1475-9144(2009)8.

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16

Hunter, Sam y Roni Reiter-Palmon. Handbook of Organizational Creativity: Leadership, Interventions, and Macro Level Issues. Elsevier Science & Technology, 2023.

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17

Hunter, Sam y Roni Reiter-Palmon. Handbook of Organizational Creativity: Leadership, Interventions, and Macro Level Issues. Elsevier Science & Technology Books, 2023.

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18

Boyer, Stuart W. Biblical Leadership Development: Principles for Developing Organizational Leaders at Every Level. Palgrave Macmillan, 2018.

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19

Major, Debra A. y Michael L. Litano. The Importance of Organizational Leadership in Managing Work and Family. Editado por Tammy D. Allen y Lillian T. Eby. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199337538.013.21.

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This chapter demonstrates the importance of organizational leadership in managing the work–family interface. Though researchers have only recently turned to leadership theory to explain employees’ work–family outcomes, the integration of leadership theory provides a richer understanding of how the work–family interface is navigated. In discussing leadership’s impact on the work–family experience, the roles of executive-level leaders, mid-level management, and immediate supervisors are considered. The value of aligning and coordinating work–family support across all levels of organizational leadership is emphasized in order to yield the best work–family outcomes for employees. The chapter concludes with practical strategies for building organizational work–family support, a discussion of the advantages of integrating leadership theory and work–family research, and directions for future research examining work–family experiences and leadership from multiple levels.
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20

Ferlie, Ewan, Sue Dopson, Chris Bennett, Michael D. Fischer, Jean Ledger y Gerry McGivern. Knowledge leadership. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198777212.003.0010.

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This chapter explores how individual knowledge leaders use research-based management knowledge to stimulate organizational and system-level change. Situated within literature on organizational processes and practices, we study empirically how key knowledge leaders, embedded within each of our sites, mobilized research-based knowledge into organizational practices. First, we characterize knowledge leadership tactics, of knowledge transposition by mid-level specialists identified with particular knowledges, who used their local credibility to authoritatively interpret and transpose certain texts into organizational practices. Secondly, senior leaders’ appropriation and synthesis of texts was used to produce an assemblage of actors, materials, and techniques that powerfully shaped organizational narratives and projects. Overall, we argue that knowledge leadership entails effortful processes of imbuing texts with emotions, identities, and politics to mobilize locally significant ‘textual economies’ of management knowledge.
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21

(Editor), Fred Dansereau y Francis J. Yammarino (Editor), eds. Leadership: The Multiple-Level Approaches : Volume 24 : 2 Part-Set (Monographs in Organizational Behavior and Industrial Relations). JAI Press, 1998.

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22

Leadership: The Multiple-Level Approaches : Volume 24 : Contemporary and Alternative (Monographs in Organizational Behavior and Industrial Relations). JAI Press, 1998.

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23

Owens, Robert y Thomas Valesky. Organizational Behavior in Education: Leadership and School Reform. Pearson Education, Limited, 2014.

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24

Owens, Robert y Thomas Valesky. Organizational Behavior in Education: Leadership and School Reform. Pearson Education, Limited, 2014.

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25

Owens, Robert y Thomas Valesky. Organizational Behavior in Education: Leadership and School Reform. Pearson Education, 2021.

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26

Owens, Robert y Thomas Valesky. Organizational Behavior in Education: Leadership and School Reform. Pearson Education, Limited, 2014.

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27

Leadership: The Multiple-Level Approaches : Volume 24 : Classical and New Wave (Monographs in Organizational Behavior and Industrial Relations). JAI Press, 1998.

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28

Empson, Laura. Leadership Constellation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198744788.003.0002.

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This chapter presents the book’s conceptual foundations. It identifies key concepts developed from the research and explains how they relate to each other. The peculiar challenges of leading professionals arise from two interrelated organizational characteristics, which coexist in constant dynamic tension within professional organizations: extensive autonomy and contingent authority. To manage this tension, leaders need to develop a deep level of insight into the implicit power dynamics and covert political processes that permeate professional organizations, and strike an appropriate balance between challenging and propitiating powerful prima donna professionals. Plural leadership is a relatively new and rapidly developing leadership theory which is particularly relevant to professional organizations. This approach examines leadership as a collective phenomenon that is distributed among multiple individuals. Building on research in this area, this chapter introduces the concept of the ‘leadership constellation’, developed to represent the informal power dynamics among leaders of professional organizations.
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29

Valesky, Thomas y Robert G. Owens. Organizational Behavior in Education: Adaptive Leadership and School Reform (9th Edition). Allyn & Bacon, 2006.

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30

Owens, Robert G. Organizational Behavior in Education: Instructional Leadership and School Reform (7th Edition). Allyn & Bacon, 2000.

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31

Owens, Robert G. Organizational Behavior in Education: Adaptive Leadership and School Reform, Eighth Edition. Allyn & Bacon, 2003.

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32

Langley, Ann y Laura Empson. Leadership and Professionals. Editado por Laura Empson, Daniel Muzio, Joseph Broschak y Bob Hinings. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199682393.013.11.

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This chapter examines the foci, resources, and mechanisms of leadership in Professional Service Firms, a context where traditional conceptions of leadership and followership are problematic given the importance of individual autonomy to knowledge-based work. The authors argue that leadership in professional service firms is, above all, a process of interaction among professionals seeking to exercise influence at the individual, organizational, and strategic level. It is manifested explicitly through professional expertise, discretely through political interaction, and implicitly through personal embodiment. The authors suggest that these resources are rarely combined in single individuals, which gives rise to the prevalence of collective forms of leadership, supported by embedded mechanisms of social control that channel professional activity.
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33

Is the Organizational Culture of the U.S. army Congruent with the Professional Development of Its Senior Level Officer Corps? US Army War College: Strategis Studies Institute, 2010.

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34

Pierce, James G. y Strategic Studies Institute. Is the Organizational Culture of the U.S. Army Congruent with the Professional Development of Its Senior Level Officer Corps? Independently Published, 2019.

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35

The Many Faces of Multi-Level Issues (Research in Multi-Level Issues, Volume 1). JAI Press, 2002.

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36

Technology, Course. Course ILT: Executive Level Leadership. Course Technology, 2003.

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37

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. FT Press, 2018.

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38

Blanchard, Ken et al. Leading at a Higher Level: Blanchard on How to Be a High Performing Leader. Pearson Education, Limited, 2010.

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39

Liderazgo Al Mas Alto Nivel/ Leading at a Higher Level. Grupo Editoral Norma, 2007.

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40

Drotter, Stephen. Performance Pipeline: Getting the Right Performance at Every Level of Leadership. Wiley & Sons, Incorporated, John, 2011.

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41

Drotter, Stephen. Performance Pipeline: Getting the Right Performance at Every Level of Leadership. Wiley & Sons, Incorporated, John, 2011.

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42

Drotter, Stephen. Performance Pipeline: Getting the Right Performance at Every Level of Leadership. Wiley & Sons, Incorporated, John, 2011.

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43

Drotter, Stephen. The Performance Pipeline: Getting the Right Performance at Every Level of Leadership. AudioGO, 2011.

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44

Blanchard, Ken et al. Leading at the Highest Level ("Financial Times"). Financial Times Management, 2007.

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45

Blanchard, Ken et al. Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. FT Press, 2006.

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46

Blanchard, Ken et al. Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. FT Press, 2006.

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47

Blanchard, Ken et al. Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. Pearson Prentice Hall, 2006.

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48

Blanchard, Ken et al. Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. Pearson Prentice Hall, 2006.

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49

Kulik, Carol T. y Isabel Metz. Women at the Top. Editado por Michael A. Hitt. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199935406.013.7.

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There is now an international agenda to increase women’s representation at the top of organizations. This agenda is driven in part by a business case arguing that gender diversity brings value, particularly economic value, to organizations. In this article, we review the empirical evidence linking women’s representation in senior leadership roles to countable, verifiable organizational outcomes (e.g., organizational financial performance, practices, and demographics). We consider women’s impact when they are CEOs, directors on corporate boards, members of the top management team, and managers. We conclude that women at the top have an impact on organizational outcomes, but this impact is more visible on organizational practices and organizational demography than on financial performance. We recommend that researchers studying the gender-performance link at the organizational level make their theoretical perspectives explicit, distinguish among mediating mechanisms, be selective in their outcome choices, and increase their emphasis on contextual moderators.
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50

Kulik, Carol T. y Isabel Metz. Women at the Top. Editado por Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley y Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.7.

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There is now an international agenda to increase women’s representation at the top of organizations. This agenda is driven in part by a business case arguing that gender diversity brings value, particularly economic value, to organizations. In this article, we review the empirical evidence linking women’s representation in senior leadership roles to countable, verifiable organizational outcomes (e.g., organizational financial performance, practices, and demographics). We consider women’s impact when they are CEOs, directors on corporate boards, members of the top management team, and managers. We conclude that women at the top have an impact on organizational outcomes, but this impact is more visible on organizational practices and organizational demography than on financial performance. We recommend that researchers studying the gender-performance link at the organizational level make their theoretical perspectives explicit, distinguish among mediating mechanisms, be selective in their outcome choices, and increase their emphasis on contextual moderators.
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