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The
Empowered Manager
Peter Bloch |
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Helping individual managers to think about and what and
how they do things, what they can change if they really want
to do so - and some practical ideas about how to change carefully
and practically. The title could reasonably be changed to "The
empowered employee". |
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Order
- The Empowered Manager |
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The
Fifth Discipline Fieldbook
Peter Senge |
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Lots
of different organisational examples, case studies and questionnaires
to help managers involve others in planning and implementing
change. The examples are there to be copied or amended as needed
by the reader. If you want to know more, look at the linked
book - "The Fifth Discipline." |
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Order
- The Fifth Discipline Fieldbook |
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Narcissistic
Leaders
Michael Maccoby |
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Provocative
in looking at successful, and also not so successful, leaders
in terms of Freud's descriptions of narcistic types. Worth reading
to help people think about what works and what does not work
in leadership styles, and why. |
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HBR
January/February 2000 |
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What
Makes a Leader?
Daniel Goleman |
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A
review of leadership characteristics that provides a reinforcement
of the messages in Goleman's book about Emotional Intelligence.
Leaders need to have the self-awareness to understand their
own uses of EI. |
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HBR,
November/December 1998 |
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Leadership
That Gets Results
Daniel Goleman |
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A
report on some significant research in the US on how successful
leaders use their personal skills to get effective results in
their organisations. Goleman look at a range of leadership styles
- and considers those that have short-term impact compared to
those with longer-term outcomes. |
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HBR,
March/April 2000 |
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Teaching
Smart People How to Learn
Chris Argyris |
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And
why we have such difficulty doing so because we have been trained
to evaluate in a critical way rather than looking at our own
responsibility to learn about our own sub-conscious processes.
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HBR,
May/June 1991 |
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Double
Loop Learning in Organisations
Chris Argyris |
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Do
we just deal with short-term problems and fixes - or do we also
have ways to learn from our learning so that we do not keep
repeating similar patterns and mistakes. |
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HBR,
September/October 1977. |
