Michael J. Urick – författare

Exploring the extensive world of HBO’s Game of Thrones series to illustrate leadership theories supported by scholarly research, Bend the Knee or Seize the Throne analyzes characters and scenarios from the series to demonstrate and deconstruct different examples of leadership and leader behavior.

The expansive fantasy world created by George R. R. Martin provides the perfect backdrop for diverse discussions around various types of leadership, from authoritarian and servant to transactional and charismatic, and different forms of power and influence. How is power used and abused? What are the effects of abuse of power? An examination of ethics and motivation, along with concepts of justice and cultural awareness, feed into a comprehensive dive into manifestations of leadership throughout the Seven Kingdoms.

Informing readers from students and aspiring leaders through to experienced leaders, managers, consultants, and educators, this fun and accessible exploration of leadership theories appeals to both practitioners and fans of Game of Thrones. Nathan Tong and Michael J. Urick bridge the gap between academic theories of leadership and familiar characters and situations from a pop-culture phenomenon.

Exploring the extensive world of HBO’s Game of Thrones series to illustrate leadership theories supported by scholarly research, Bend the Knee or Seize the Throne analyzes characters and scenarios from the series to demonstrate and deconstruct different examples of leadership and leader behavior.

The expansive fantasy world created by George R. R. Martin provides the perfect backdrop for diverse discussions around various types of leadership, from authoritarian and servant to transactional and charismatic, and different forms of power and influence. How is power used and abused? What are the effects of abuse of power? An examination of ethics and motivation, along with concepts of justice and cultural awareness, feed into a comprehensive dive into manifestations of leadership throughout the Seven Kingdoms.

Informing readers from students and aspiring leaders through to experienced leaders, managers, consultants, and educators, this fun and accessible exploration of leadership theories appeals to both practitioners and fans of Game of Thrones. Nathan Tong and Michael J. Urick bridge the gap between academic theories of leadership and familiar characters and situations from a pop-culture phenomenon.

Taylor Swift has been making music for over a decade and her growing popularity can especially be seen by the global impact her 2024 Eras Tour has sparked. Swift has been able to leverage her popularity to stand up to giants in the entertainment industry, championing various industry and societal underdogs.

It is not just Swift’s popularity that makes her an interesting person to study for leadership. She has consistently taken on the male-dominated industry by taking on her record label when she was being compensated unfairly by re-recording her old albums. She also fought the largest ticket company, and major player in the music industry, when they were gouging her fans with too high prices. She won against the company, and they were forced to cave to her requests. Swift also champions diversity, positivity, and is influential to so many fans who want to emulate her.

Yates and Urick explore, through Taylor Swift, a range of leadership concepts such as transformational leadership, goal setting, creativity and innovation, power, team effectiveness and more.

Taylor Swift has been making music for over a decade and her growing popularity can especially be seen by the global impact her 2024 Eras Tour has sparked. Swift has been able to leverage her popularity to stand up to giants in the entertainment industry, championing various industry and societal underdogs.

It is not just Swift’s popularity that makes her an interesting person to study for leadership. She has consistently taken on the male-dominated industry by taking on her record label when she was being compensated unfairly by re-recording her old albums. She also fought the largest ticket company, and major player in the music industry, when they were gouging her fans with too high prices. She won against the company, and they were forced to cave to her requests. Swift also champions diversity, positivity, and is influential to so many fans who want to emulate her.

Yates and Urick explore, through Taylor Swift, a range of leadership concepts such as transformational leadership, goal setting, creativity and innovation, power, team effectiveness and more.

It is assumed that workplaces today are the most age diverse that they have ever been, and as a result many managers report difficulties when leading intergenerational teams. Such problems can stem from several myths about generational divides in the workplace, and it is only in recent academic research that these misconceptions have begun to be dispelled. Despite these emerging perspectives, falsehoods are still perpetuated regarding generational groups. Leadership in Multigenerational Organizations is an attempt to dispel some of these inaccuracies, whilst simultaneously suggesting ways in which different generations can be influenced to work cohesively and positively to accomplish organizational goals. 

To achieve this, academically supported leadership strategies are examined and applied to the age-related issues that can potentially arise in the workplace. Shifting the focus from assumed generational differences alone, this book considers evidence that calls into question whether intergenerational differences truly are evident in the workplace.

Implementing the approaches in Leadership in Multigenerational Organizations increases the possibility of achieving age inclusive companies with improved workplace satisfaction, and ultimately stronger organizational cultures and overall performances. Urick provides specific strategies to influence members of multiple age groups, and the ideas provided here are applicable to almost all industries and organizational types, despite the continuously evolving generational landscape.

It is assumed that workplaces today are the most age diverse that they have ever been, and as a result many managers report difficulties when leading intergenerational teams. Such problems can stem from several myths about generational divides in the workplace, and it is only in recent academic research that these misconceptions have begun to be dispelled. Despite these emerging perspectives, falsehoods are still perpetuated regarding generational groups. Leadership in Multigenerational Organizations is an attempt to dispel some of these inaccuracies, whilst simultaneously suggesting ways in which different generations can be influenced to work cohesively and positively to accomplish organizational goals. 

To achieve this, academically supported leadership strategies are examined and applied to the age-related issues that can potentially arise in the workplace. Shifting the focus from assumed generational differences alone, this book considers evidence that calls into question whether intergenerational differences truly are evident in the workplace.

Implementing the approaches in Leadership in Multigenerational Organizations increases the possibility of achieving age inclusive companies with improved workplace satisfaction, and ultimately stronger organizational cultures and overall performances. Urick provides specific strategies to influence members of multiple age groups, and the ideas provided here are applicable to almost all industries and organizational types, despite the continuously evolving generational landscape.