By Jeffrey Pfeffer
Finalist for the 2015 Financial Times and McKinsey company publication of the Year
Best enterprise ebook of the week from Inc.com
The writer of Power, Stanford company tuition professor, and a number one administration philosopher deals a hard-hitting dissection of the management and how you can make places of work and careers paintings better.
The management company is gigantic, with billions of bucks, millions of books, and millions of blogs and talks thinking about enhancing leaders. yet what we see world wide is worker disengagement, excessive degrees of chief turnover and profession derailment, and failed management improvement efforts.
In Leadership BS, Jeffrey Pfeffer shines a brilliant mild at the management undefined, exhibiting why it’s failing and the way it'd be remade. He units the list directly at the oft-made prescriptions for leaders to be sincere, genuine, and modest, inform the reality, construct belief, and look after others. via calling BS on such a lot of of the tales and myths of management, he supplies humans a extra medical examine the facts and higher details to steer their careers.
Rooted in social technological know-how, and may useful examples and suggestion for making improvements to administration, Leadership BS encourages readers to simply accept the reality after which use evidence to alter themselves and the area for the higher.
Read or Download Leadership BS: Fixing Workplaces and Careers One Truth at a Time PDF
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Extra info for Leadership BS: Fixing Workplaces and Careers One Truth at a Time
The interplay between Bond and Purpose, in turn, encourages members’ self-Acceptance and Potential. Let us offer some definitions: • Bond: Our shared sense of identity and belonging • Purpose: The reason we come together Members show up hoping for a group to meet their needs to connect with others in a meaningful way. And so it is that the group offers a home—a place to be known and others to be known with. A place to be accepted, respected, 40 EXTRAORDINARY GROUPS and valued by others. A place that feels safe to contribute and discover.
Barb and Laura each worked with about a dozen people in a very concentrated, intense, and timedriven way. For Barb, the transformative shift had to do with seeing herself as capable of making a difference in the world. Laura gained a model for joy-filled planning and collaboration. However large or small, visible or intangible, such transformative shifts happen because the group experience satisfies core needs that members intuitively bring to any group they join. Each of us brings these same needs to every 12 EXTRAORDINARY GROUPS group situation; we seek opportunities to meet those needs.
3 WHAT ORDINARY GROUPS NEED When a group experience—like that of Tom and Fred described in Chapter Two—meets members’ deep-seated, instinctive group needs, it sets a standard for groups in the future. People readily recall such experiences and describe them enthusiastically. ” This chapter gets beyond those vague exclamations and into the dynamics that support such zeal. Such exclamations result from individual needs being met; we explore those needs in our Group Needs model. They also represent certain feelings common to extraordinary groups; we elaborate on those.