Craig L. Pearce – författare

Why Drucker''s Ideas Matter More Now than Ever

“This book is an excellent way to understand how Drucker’s ideas apply to today’s dilemmas, be they the problems faced by organizations, by governments, or by individuals.”-from the Foreword, by Charles Handy

“This compilation of smart essays on the ‘Drucker difference’ illustrates how astonishingly wide the wings of Drucker’s wisdom have spread. We all stand gratefully in his shadows, silent in awe.”—Warren Bennis, Professor Emeritus, University of Southern California

“Peter Drucker is more than a ‘management writer.’ He literally created the foundation on which a Functioning Society rests. In The Drucker Difference, Peter’s closest colleagues extend and amplify his tour de force body of ideas and ideals. It is the next step forward.”—Bob Buford, Chairman, The Drucker Institute, and Founder, Leadership Network

“Much has been written by and about my friend and mentor, Peter Drucker. But this book is different. It is written by those who knew and understood him as friends and faculty colleagues and reflects his thoughts and principles as they are currently being taught to those who will be making a difference for tomorrow.”—C. William Pollard, Chairman Emeritus, The ServiceMaster Company

“Hats off to the Drucker faculty members for putting the tacit knowledge they gained from working together with Peter Drucker into explicit knowledge through the publication of this book.”—Ikujiro Nonaka, Professor Emeritus, Hitotsubashi University, Japan, and Xerox Distinguished Faculty Scholar, University of California at Berkeley

“The Drucker Difference is a unique book that enables present and future executives to capitalize on Peter Drucker’s wisdom and to comprehend that knowledge from an entirely new perspective.”—Minglo Shao, Chairman, Bright China

About the Book:

Peter F. Drucker was one of the most influential business thinkers in history. Considered the father of modern management, he was concerned not only with the human side of management, but also with the larger societal roles played by both companies and the individuals within them.

If there has ever been a time when such thinkers are relevant, it is now.

The Drucker Difference casts new light on Drucker’s business philosophy, analyzing his most important ideas in the context of today’s business world. Through individual contributions by professors from The Peter F. Drucker and Masatoshi Ito Graduate School of Management, it combines expert insight and current scholarship to reveal how organizations and executives can interpret and apply Drucker’s timeless ideas.

Today’s top business thinkers provide sixteen chapters analyzing Drucker’s views on the most critical issues of our time, including:

Each contributor explains a single, classic aspect of Drucker’s work, examines its implications in today’s business environment, and applies an up-to-date and contemporary interpretation of Drucker’s wisdom.

Covering everything from marketing and leadership to strategy and governance, The Drucker Difference is both a timely new assessment and a valuable addition to the canon of Drucker literature.

"Shared Leadership offers a much-needed shift in our thinking about how leadership happens in teams and organizations. Pearce and Conger have brought together a diverse group of authors who collectively offer a comprehensive view of developing, implementing, and studying shared leadership in organizations. This volume is sure to fulfill its goal of "jump-starting" our knowledge of the shared leadership phenomenon." --Cynthia D. McCauley, Ph.D., Vice President, Leadership Development, Center for Creative Leadership

"How leadership is shared in teams and organizations is an important subject, but one that has received little attention in most of the leadership literature. This timely book provides a rich and varied perspective on the subject. The highly qualified collection of scholars provide a good theoretical foundation to guide the future study of shared leadership."--Gary Yukl, State University of New York at Albany

"The time is as ripe as ever for a new paradigm of leadership that the authors simply call 'shared leadership.' This timely volume effectively 'jumpstarts' our knowledge of this emerging field by presenting a number of critical perspectives examining shared leadership using conceptual, empirical, and applied lenses."--Joe Raelin, Asa. S. Knowles Chair of Practice-Oriented Education, Northeastern University, and author of Creating Leaderful Organizations: How to Bring Out Leadership in Everyone

"This volume redefines the essence of leadership. Pearce and Conger have assembled a cast of 'scholar-entrepreneurs' whose pioneering work firmly establishes the theoretical foundations for the study of leadership now and well into the future. This book is a must read for anyone interested in leadership in the age of teamwork."--Henry P. Sims, University of Maryland

In recent years, scholars have argued that leadership is an activity shared or distributed among members of a group or organization. This line of thinking is gaining attention among leadership scholars, yet our understanding of the dynamics and opportunities for shared leadership is still quite primitive. Given the infancy of the field, it is timely to introduce a volume on the subject that significantly enhances our knowledge.Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.

Edited by leading authorities Craig L. Pearce and Jay A. Conger, with contributions from the top experts in the field, Shared Leadership is an ideal text for management, education, and communication courses in leadership, teamwork, organizational behavior, and small groups. In addition, practicing consultants will find this an invaluable reference in their leadership and team development programs.

Explore invaluable management advice informed by the latest in organizational and industrial behaviour research

In the newly revised Third Edition of Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, world-renowned organizational behaviourists Edwin A. Locke and Craig L. Pearce deliver a comprehensive and authoritative discussion of sound management practices informed by the most recent evidence and research in organizational and industrial psychology.

In the book, the authors present:

An indispensable resource for students of human resources, organizational behaviour, industrial psychology, public administration and related subjects, Handbook of Principles of Organizational Behavior will assist students and professionals seeking the latest evidence-based management guidance.

Explore invaluable management advice informed by the latest in organizational and industrial behaviour research

In the newly revised Third Edition of Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, world-renowned organizational behaviourists Edwin A. Locke and Craig L. Pearce deliver a comprehensive and authoritative discussion of sound management practices informed by the most recent evidence and research in organizational and industrial psychology.

In the book, the authors present:

An indispensable resource for students of human resources, organizational behaviour, industrial psychology, public administration and related subjects, Handbook of Principles of Organizational Behavior will assist students and professionals seeking the latest evidence-based management guidance.

Share, Don’t Take the Lead is a book that offers an alternative perspective on leadership. The philosophy of shared leadership is straightforward: Leadership does not derive solely from position, authority, or hierarchy. Instead, leadership is something that can be executed by anyone who has the best knowledge or skill to undertake the leadership necessary in any given situation. Shared leadership is especially relevant, for example, in empowered teams where shared leadership can be initiated from any team member at any time, depending on the needs of the moment and the capabilities of the individuals. But the notion of shared leadership is also appropriate in a larger context. For example, an individual lower in the hierarchy can provide leadership if that person is best qualified to exercise it. Shared leadership also shows how hierarchical leaders with formal authority can use empowerment to develop leadership in others. This book tells the tales of how multiple trail blazing organizations used shared leadership to build high performance.

The notion of shared leadership seems to contradict many of the bedrock ideas of efficient management and effective organizations. A typical first reaction is, “It’ll never work here!” Yet, the organizations that “get it” and implement this new powerful approach tend to be more innovative and to out-perform their “nay-sayer” competitors. In fact, shared leadership is one of the most important ideas to hit business in recent years—our recent feature article about shared leadership in the Wall Street Journal is testimony to that. Shared leadership can provide a way for companies to increase productivity, quality, and flexibility while meeting the competitiveness challenge. Share the Lead provides new insights and information about how to push the organizational envelope to new frontiers.